NLP.... a course in self deception
This podcast is a set of 8 lectures designed to help you understand & navigate life’s linguistic labyrinth.
Course # 3
The Flow State
Transcript:
https://app.podscribe.ai/episode/48538746Speaker 0 (0s): <inaudible>
Speaker 1 (7s): We're back. It's up, everybody. Did you miss me? I missed you guys. I was thinking about you. How's this whole NLP thing working out for you guys. I'm hopeful that you have taken some time to go through the parts that may have been difficult and do your own homework. There's a lot more, I could get more in depth. However, I'm in some areas I'm trying to leave a few gaps so that you're forced to create your own bridge.
If I gave you the entirety of the strategy, I fear that it would be a strategy that doesn't last, right? No one builds things better than those who build for themselves. So let's jump in to a course, three course, three I'm going to call flow. State we've did course one, which is understanding how you think we've done a little bit in managing our mind, figuring out the difference between the way the brain processes, things and how to manage the way we think about them.
And this next part is going to be the flow state. Everybody knows what the flow state is. It's when you just, you get in the zone and like, everything is just work in my head. This old mentor that used to tell me, man, George, the Mojo's flowing today, the Mojo's flow. Maybe we would call this the mojo state, mojo flowing kind of like kind of like it, mojo flowing. All right. However, before we get into the flow state, before we get that mojo flowing, we're going to do a little bit more of our intro here.
The book from Alice O'Neil Proverbs. This is going to be on substance and appearance, substance and appearance. You ready? I'm excited guys and girls, it's going to be a good one. Today. Substance things are what they are. It is what it is. For instance, however long, a log lies in the water. It never becomes a crocodile. And you don't gather grapes from thorns or figs from thistles nature, abhors a vacuum.
Thus, the pebble comes from the mountain and each Bay has its own wind in nature. There's no such thing as a lawn. Even if you try to drive out nature with a Pitchfork, she'll keep coming back. Indeed nature follows its course and the cat, the mouse. So cats don't catch mice to please God human nature is the same. The world over just as the name given to a child becomes natural to it. Perhaps because of this, sometimes a person is nothing and some aren't even that.
So never forget. There's a prawn under every rock and to him who watches, everything reveals itself, Appearance. It is widely held that as is the garden. So is the gardener just as there is no smoke without fire, indeed, what you see is what you get. So maybe clothes make the man. In most cases, joining tail to trunk reveals the elephant in the same way that background needs the foreground and every Hill has its Valley.
So appear always what you are and a little less for an a flat country. A hillock is a mountain and don't judge a man until you have walked a mile in his shoes, as it takes all sorts to make the world and all shoes are not made in the same batch. Indeed different ponds have fish. Remember appearances are deceitful and looks are nothing. Behavior is all. And since the eyes are the window of the soul, what the eye doesn't see the heart doesn't grieve.
Disguises never judge a book by its cover for a cowl does not make a monk and pretty close and find faces. Don't make good people. Indeed. A fair skin often covers a crooked mind, perhaps closed do not make the man after all as black soles wear white shirts while they clever Hawk hides its claws and all too often under the SHEEX turbine, there is a monkey water can deceive the diver as well.
So don't be a fool. Don't think there are no crocodiles. If the water is still and remember a sweet potato, doesn't advertise that he's tasty just as the tree with most leaves, doesn't always have juicy fruit. It goes without saying that not all white liquids are milk just as not all black objects are cold and a sandal is not a shoe. So look deeper and see that the gray mayor may be the better horse. Despite the fact that a bad horse will eat as much as a good one and watch out there are often glowing embers under cold ashes.
Remember eat what you like, but dress as others do goodness whispers, but evil shouts. It's a good one, right?
Speaker 0 (5m 43s): It's a good one. Right? All right.
Speaker 1 (5m 50s): Let's get into the flow state. Let me see if I can get your mojo flowing.
Speaker 0 (5m 57s): Okay. So we're going
Speaker 2 (5m 58s): To follow the same path that got a lot of good feedback. We're going to go over each key idea. We're going to dissect it and we're going to do a defensive posture and an offensive posture, giving examples for both the flow state key idea. One, the expectations we have shape our experience. People can limit or expand what's possible for them by changing their expectations. You know, I once heard a quote that says high expectations make poor travel companions.
And in a way that's kind of some verbal jujitsu here because expectations do in fact shape our experience. So getting back to the quote, high expectations, make poor travel companions. You want to be careful about the high expectations. High expectations are fine, but unreasonable expectations are a problem.
Just the same way that unreasonable goals are the problem. If you said something so high in such a short amount of time, you're never going to attain it. Realistic goals as well as realistic expectations are indeed the checkpoints one must cross through in order to get where it is you need to go. I'm sure you have found yourself in a position where it's almost like a curse sometimes.
Where do you go, Oh man, this, I can just feel this one's going to be great. And whatever it is that was going to be great. You go and you do it. And it's not. It's like, you feel like you jinxed yourself a little bit. Mostly that happens when you haven't given a lot of thought when you just have this kind of a, it's kind of a irrational, emotional expectation. And I think that's getting to the heart of what this key point is talking about. A lot of expectations are in fact irrational.
If you can hone in on what the facts are about the situation you're about to encounter, you can come up with a plausible explanation and that is when you can Polish it and give it a positive spin. That's when you can Polish it and say, Hey, this thing that happened here, regardless of which way it goes, I'm either going to get a lot of good feedback or it's going to take me to the next spot when it comes to expectations, when it comes to neuro linguistic, I want you to think about the expectations of the situation with there not being a catastrophic outcome, because there is no failure.
There is in fact only feedback that is the defensive posture. You know what I mean by that? Have you ever had something bad happen to you and you think to yourself, ah, how am I going to get through this thing? Or, you know what, because this happened, I'm not going to do it anymore. That's the wrong state of mind. And that is going back to the last chapter. That's the brain processing. Instead of the mind processing, the NLP practitioner understands that there is no failure, only feedback, right?
The next time, the next time you get in that situation, you will have experience in that situation. And more than likely, you've remember the last chapter where we went over the structure of experience and you've used some anchors in your emotions. And now when you get to now, you can use that to build your structure of expectations. Your experience will help form your expectations.
It's also important to note that when you're able to formulate realistic and positive expectations, then you can change. What's possible. You can change because that formation of expectations is going to allow you to draw a mental map, an accurate mental map of how long it's gonna take you to get there. Again. I hope you're starting with course one and course two and course three, cause you can see they're cumulative and I'm often referring to the previous courses to go to these key points.
That's the defensive posture. Let's, let's talk about using this key idea in an offensive posture, you can formulate other people's opinions of what's about to happen with the subtle suggestion of what their expectations should be like all things in NLP. Anytime you're going to suggest something, it should be subtle. It's never worked in the first question.
The subtlety of NLP is usually changing a few words in a sentence in the third or fourth line of dialogue. It's very subtle, the same way a light rain saturates the ground. So does a few choice words, saturate the mind of the individual for NLP to be effective. It's imperative. People think the idea you put in their mind is in fact, their idea, too many people that want to be persuasive, too many people that want to be influential to many people that have read a little, they want to be responsible for the idea they want all the credit for it.
Hey, that was my idea. Hey, you stole my idea. Fuck that. Don't worry about that. That's gay. That's that's bullshit. Your objective is not to get credit. Your objective is to influence people. Your objective is to get the results you want without people knowing what you're doing. It's like doing the magic trick. Don't mess up. You do the magic trick and they see you do it.
No one's going to believe you. So it's subtle. And again, this is why we go through all the defense. First, before we start trying to wield the offense key point to mental rehearsal, like visualization can enable someone to increase their actual performance. This one's a no brainer, much like visualization.
If you've played sports, if you've watched a film, if you've watched tapes, if you studied for a big test, if you've ever prepared for a big event using visualization, then rehearsing shall come easy to you. The way I do it is I constantly, if I know I have an interview coming up, or if I know I have a situation or a critical situation where I'm gonna need to influence people, I love or influence people in the workplace or prepare people for situations that could be dangerous.
Then I have that mental conversation with whomever. I'm going to have it with later. And I argue it out. I rehearse it and I rehearse it a lot. You should have an answer for every question. That's going to be thrown your way. If you know you're going into a situation that's critical. Sometimes we don't. We're thrust into situations. However, if you are, no, you got a meeting coming up.
If you know that down the line, there's going to be repercussions for something happened. Then you should be doing your due diligence and having that mental argument with yourself, a lot of people call it red teaming. You know what I mean by that, where you think of all the possible questions someone could throw at you to derail your argument and then you answer them all. But not only that, you try to think of what their follow up question would be to the first question in the beginning.
It's difficult. However, once you start practicing this, it becomes easier. It's just like, it's like building muscle. The more you, the more you build it, the more effective it becomes, the stronger it comes. Don't be afraid to talk to yourself. Don't be afraid to talk out loud. Don't be afraid to organize your thoughts because that is exactly what the mental rehearsal rehearsal is.
Another point during the mental rehearsal that can be effective is using an anchor. I have a, one of those yellow trees hanging from my mirror. It smells like vanilla, and I've always used the smell of vanilla to anger, my winning arguments. So once I've done my mental preparation, once I've done my mental rehearsal, you know, I'm usually in my truck before it, before I go someplace, before I go to the meeting or we're or we're wherever it is that I'm going to go to battle at linguistically.
And before I get there, I go through my, I go through my game plan. I go through my arguments, but I do it while, you know, taking a nice whiff of the, the tree hanging from my mirror. And every time I do that, that anchor, that smell reminds me of the last time I was in a situation and I won. And it just gives you that extra bit of confidence that you need for mental rehearsal. It's like a one extra push just to solidify the confidence.
Speaker 0 (17m 2s): That's the defensive posture,
Speaker 2 (17m 4s): The offensive posture. This is a, this is kind of a, there's a few of these where, you know, sometimes they say the best defense is a good offense. This is one where the best offense is a good defense. And I say that because the mental rehearsal, you are practicing, taking shots, you're practicing, you're rehearsing someone grilling you.
So as you're doing that, you're thinking of counter-punching think about all after you've done the mental rehearsal of all the questions they could ask you of all the questions, the going to come at you with. Think about what your counter punch would be. Think about how you would react. Would you pause? Would you say nothing? Would you take a pen and just write everything down into that person was entirely done grilling you.
It's an effective strategy. And it's my go to for my mental rehearsal. If I know I'm going to be in a situation where I get grilled, then I just take my pen and my pad. I write everything down, what that person is saying, and I let them punch themselves out. Sometimes it takes a while. Sometimes they want to go. They want to interrogate. You does boom, boom, boom, boom, boom. But they'll eventually get tired. Like any like any Slugger in a boxing ring, they eventually get tired.
And if you've written down some key notes and you've done your mental rehearsal, you can counter punch. When they get tired, their guard comes down. You can use their words against them. If you write them down. Next key point. Our energy levels are linked to our physiology. Someone can improve how their brain, body, and mind work together by changing their body position, breathing deeply, drinking enough water, breaking large tasks into smaller ones or where they focus for 20 minutes.
And then take a break. I can't, I can't talk enough about how important physiology is know, do we get the more difficult it is to maintain our body? But if you don't love your body, you don't love yourself. You've got to get in. I'm not saying you have to look like you're 22 or 23, but if you're not where you're happy, then you're going to have these negative critical thoughts in the back of your mind that are going to get in the way of everything there's going to get in the way you've got to be comfortable with your body on a defensive posture.
Understand that if you, if you're asking questions about your body, if you're starting to think you have negative thoughts about your body, you gotta work on it. That's where you're vulnerable on an offensive posture. If you see somebody that doesn't love their body, you know that that's a critical more than likely a vulnerable spot where they're weak.
You know that because every one of us have, have had times where they didn't feel they were enough. And if someone's body is someone's physiology is, is not where it should be. You know, without a doubt, they've spent time looking in the mirror and thinking about it and they don't like it when it comes to NLP. If you choose to use that as an Avenue to program people, if you're going to choose talking about the vulnerable physiology of somebody else, don't make it an ad hominem attack.
Don't make it obvious. You want to refer to something else again, with the, with the light rain, saturating the ground. Again, with the changing of the words in the third line of dialogue, you can refer to something big, you know, refer to something out of place.
It'll get them thinking on a related point of physiology. One thing you can do that is tied to the amygdala is, is a sense of threat. And so when you find yourself in a meeting, mostly what happens is you come into the meeting and everyone sits down.
What if you choose not to sit down, you see, when you go into someone's turf and you're sitting across from them, they're usually in a nice chair. They're usually in a little bit more of an authoritative position, but it doesn't have to be that way. When you come into the office, when you come into the boardroom, when you go into wherever it is that you're going to have the meeting, you could choose to stand, it'll make the other person really uncomfortable.
Hey, have a seat. No, I think I'll stand that line of dialogue right there. It just shifted the context of the conversation. You've thrown the other person off their game by changing their expectations, which is key 0.1, you've changed their focus. You've probably changed what they're going to say.
Especially if that person is not as fit. You see it's these little changes in physical physiological posture in linguistic posture. That point out the flaws in the other person, that's how you would wheel this particular key point in an offensive manner.
The next key point someone's strategy is a sample of a motivation that works for them. When someone identifies a motivational strategy that works well, they can apply those insights and submodalities to motivating themselves in the situations. A good way to think about this key point and the defensive posture is what have you done in the last five years where you saw an increase in productivity?
What have you done in the last five years where you've changed something and gotten better? Let's say for example, over the last six months or a year or five years, you have made the change of, instead of rolling over and hitting the snooze button, you've made the change of rolling out of the bed and getting into your shoes and going for a walk or waking up and rolling out of your bed and your shoes and going for a run or waking up, rolling out of bed, getting in your shoes and going to the gym.
How did you create that strategy? What did you do to motivate yourself to get that done? Did you set up a system of rewards and punishments for yourself? If you didn't do it, whatever strategy you use to accomplish success in the past can be used as a pattern for success in the future. And it's imperative that you understand what strategy you did. A lot of people, they start doing stuff and they don't really truly understand how they did it.
When you do things and you see progress. And this is why it's important to chart progress. When you see and chart your progress, what you're really doing is you're fleshing out the strategy that makes it possible for you to move forward. One key point I want everyone to think about on strategy is how did you feel when you accomplished it? How did you feel when you, the first week you started rolling out and going to the gym?
I felt great. I felt in control. I felt confident. I felt like things were how they should be. You see how you feel when you apply your strategy, how you feel is almost as important as the strategy itself. It's like the yin and the yang.
You know, the, the, the Chinese symbol feeling and strategy, they go hand in hand. And if you can understand the feeling of how that successful strategy is, then you can recreate that feeling in yourself. Even if you have to fake that feeling for a moment, putting yourself back into that flow state, that feeling will allow the strategy to win.
It will help it resurface. It will help you integrate the strategy into whatever it is you're trying to accomplish next. And that's why feeling is so important to strategy. In fact, I would argue that feeling and strategy together are the flow state feeling and strategy together, or the flow state. How do you feel when the strategy you use works?
When you remember one, you can remember the other. When you remember the feeling, you can integrate the strategy. When you integrate the strategy, you will produce the feeling, the yin and the yang. Next key point, I'm sorry. Let's, that's the defensive posture. Let's think about how to use this on an offensive posture. A lot of the times you can see people do things and because we're human beings, we can see their emotions when they do it.
Remember we're all mirrors of each other. So what you see in somebody else is what you see in yourself. If you see something you don't like in somebody else, that's because that's something you need to work on on you. If you see something you do like in somebody else, that's because it's something that you have in you. So when you're watching someone perform their strategy, pay attention to the signs of their emotion, and then you will understand what emotion they link to their strategy and vice versa.
And if you're in a, if you end up being in competition with that person and you know which emotion, they connect to a winning strategy, then you can interrupt their flow state. It's like playing a record. If you can see the way someone plays their record, and then you went over there and you took like a big rock and you just scratched up the record, or you took a pen and scratch it the record, they can't play that record anymore without it skipping.
So when you wield this particular flow state flow state strategy in the authentic manner, you're going to interrupt their pattern of emotion and strategy. That's the office on the defense. You must know your emotion and its relationship to your strategy so that no one can come over and interrupt your flow state.
It's really powerful guys because every one of us has. We've all been in the flow state before what I want to tell you. And what I want to show you is that you can create that state within yourself by understanding what it is. It's important to note that it can be easily interrupted. If you don't understand what your flow state is. Next key point, energy, enthusiasm, and confidence, work together to shape motivation and build momentum, momentum, guys, momentum, momentum, momentum.
Isn't it strange how, if you're like me, you have spent time on the bottom and spent time on the top. And when you're on the bottom, tell you what it sounds. It seems like nothing ever goes your way, right? But when you're on the top, you feel unstoppable, right? That's because when you're on the top and you're unstoppable, you have momentum.
You're building one success on top of another success on top of another success. It's like a wheel rolling downhill, gaining speed and gaining speed in the beginning. When you're on the bottom, you're just a rock stuck on the side of the Hill. Hopefully a wagon comes or hopefully somebody comes and starts kicking. You started start causing you to roll down Hill. If you are stuck on the Hill, you got to get that first win. Make the first wind something easy so that you can start the momentum yourself.
Once you begin that first win, then you stack on the second and then the third and then the fourth. And when you start rolling down the Hill, that's the flow state be aware of your emotion, how it affects your strategy, the energy, the, the confidence, they all come from momentum. And that's why it's important to get that first win. That's why it's important.
You ever watch UFC or boxing and like the first 10 guys with like, at least in boxing, the first 10 fights are always just some poor schlep. You know what I mean? Like the young kid fights these first 10 guys to get his momentum up. It's important. It's important fact of life. Momentum is everything. Without momentum. You don't have energy, you don't have the enthusiasm and you sure as hell, don't have the confidence knowing that is the defensive posture.
The offensive posture is to slow someone's momentum in the components that we get from momentum, energy, enthusiasm, and confidence. Those are all particular areas that would hinder someone's momentum. There's specific techniques. There's specific lines of dialogue. There's specific situations that cause people to lose momentum.
And you must be aware of those. So you don't lose momentum, defensive, be aware of what they are for other people, authentic those, the patterns you would interrupt. If you want to wield in LP in an offensive manner. Next key point, critical voices can be internalized and active for years.
Eliminating the internal critical voice can be compelling. It can be the difference between first and second place. It can be the difference between happiness and destruction is everyone aware of the critical voices. A lot of us have different critical voices for some people. It's their mother.
For some people, it's their father. For some people, it's their boss. For some people, it's their children. You know, all of us are in different positions in life. And all of us are in different times in our life. All of us have different ways of thinking about life. A lot of us are from different cultures, but the NLP, the NLP method simplifies for us regardless of your culture, or regardless of your thought patterns, you probably have critical voices.
It's important to first off identify that critical voice is that critical voice. The voice of experience is that critical voice. Something that someone you loved always said to you, I would like to reference our friend Socrates here and ask, is that true? There's two methods you can use to silence that critical voice.
If, and this is a big, if, if that critical voice is a nuisance, if that critical voice is not something that needs to be listened to, if that critical voice is something that is destructive and you can use these two techniques to silence them. Number one is the Socrates method. Is that true when you hear the critical voice automatically goes to, is that true?
Okay. That's going to either allow you to turn down the volume or listen, is that true? That puts the critique on the critical voice. You've turned the tables. You've used NLP on yourself. You have utilized the defensive posture. You've silenced the critical voice.
The second technique change the sound of the critical voice change. The persona of the critical voice. A lot of people are carrying around critics in their life that are unfair, but the voice stays with them. Cause it's someone they love, or maybe it's a bully that always hated them. That always beat them up. But it's very common for that critical voice to be an authority figure.
Be it someone that beat them up or someone that was older or someone they respected that cheated on them or someone they respected that lied to them. And without knowing it, that critical voice is tied to that position of authority. So something real easy and kind of fun you do is you change the persona. You change the sound. Let's say you hear the voice of the person say, you're always, you've always been a quitter.
You're always a quitter change that voice from the sound of an authoritative male to like a chipmunk, right? So change it to like something silly. So it's like, you're always a failure, you know, like some stupid cartoon cartoon voice, and that will automatically silence the voice. When you think about the sound of the voice, when you think about the sound of the critique, think of like Beavis and Butthead, or think of someone just so dumb that you can't listen to that voice.
And that too will silence the critic. A lot of times the critical voice, it's not critique. It's a lack of understanding. It's extra baggage you've been carrying around and those critical voices, those that extra baggage that unwanted negativity can weigh you down, especially when you're right on the one yard line. So many times that critical voice calls an audible right before you're about to score.
And the next thing you know, you're going to settle for a field goal silence. The critical voice is that true. Change it to a silly character, changed the persona, change, the sound score, the touchdown. That's the defensive posture. The offensive posture is to know that everybody else has a critical voice and unless they have done the work that you've done on yourself, they're more than likely going to fall victim to that critical voice or at best, they're going to have a 50 50 chance.
If you know, you've done the work on the critical voice. If you silenced it, if you've asked if it's true, if you've changed the persona, you've changed the tone and you've dealt with the monster under the bed, AKA the critical voice. Then you're not going to pause. You're not going to have that moment of in congruence that we talked about in the previous chapter, when you're going to wield it on the offensive position, know when you see the in congruence in someone else, it's probably the critical voice in the back of that.
Person's head. If you know the person, well, you may not. You may even know the source of that critical voice, and that puts you in a position to really help that person. If you can find out who the critic in somebody else's head is, well, then that's going to allow you to go into that. Person's head and stop that critic. And when you do that for somebody else, the level of commitment that person will feel towards you will be scary when you do that.
For somebody else, the power you feel in yourself will be scary. The techniques we're teaching, the techniques I'm teaching you guys right now are profound and they can have profound effects. These are the same techniques that you know, people coming out of, some of the best Ivy league schools in our nation are wielding. And you don't have to be an Ivy league, full ride scholarship student to understand these.
In fact, I would argue that people who've had a difficult life could wield these strategies better. I, I think, I think all the time that the people, the people who look like they're the most misfortunate have the most opportunity. These are the people that have gone through the very most and come out the other side. And if you can do that, you have that momentum we talked about earlier. And the key point, you can truly understand these techniques.
If you've come through some very difficult situations in your life, cause the chances are you've applied a lot of these strategies and not even known it. And now that we've given them substance, now that we've defined them. Now that we have found an offensive strategy and a defensive strategy, you'll learn that you've, you're like Dorothy, and you've always had the root we red slippers you've had. You've had on the whole time. It's just now you've been given the opportunity to name them, to care for them to develop them.
And you've been given instruction on the proper way to use them next key point. All right, last key point. Someone can increase the current competence by rehearsing positive mental States and reliving their greatest hits. So this is it's similar to the mental rehearsal, but instead of, instead of looking at an opponent or a game or a match or a meeting, you're going to be into, this is more reflective.
You're going to look back at some or all of the areas where you previously had a lot of success. These that's why I'm calling them your greatest hits. Think of the times you were down and you came back and won. Think about the times everything was perfect. I think about the times you were in the flow state, you knew you were going to win and you did. These are the great, these are the replaying, the grades.
These are the greatest hits. And when you go and you look at them, start looking for little details. Did you have an anchor during that one? Did you have the vanilla scent on your arm? Did you wear your blue tie? Did you have your lucky rabbit's foot? You know, whatever anchors you use during those particular greatest hits, was there something in common? Write them down, maybe it's something you didn't know.
Oh, you know what? I ate a piece of toast every morning. Every time I want to eat that piece of toast, going back and reliving your greatest hits is an opportunity to go back and refine the strategy. It's a way to go back and make the winning pathway concrete. It's a way to lay down techniques.
That will be more permanent. It's like repetition is the mother of skill. Repetition is the mother of skill. Repetition is the mother of skill. And when you go back for this key point and you relive the greatest hits, look for the very subtle anchors. And if there's things in there that may or may not have happened, because every time we relive a greatest hits, what we're really doing is we're reconstructing that memory. Be aware of that.
Cause that allows you to tinker with it. You can reconstruct that memory to have done something you wish you would have done. Is that clear. I'm willing to bet that everybody has sat down in a meeting and then walk out of that meeting and been like, I know what I should have said. I should have said this. When you go back and you replay the greatest hits, reconstruct that memory. And in that memory, actually say that thing that you wanted to have said, instead of trying to remind yourself to come up with that thing next time, relive that experience and allow that thing you wished would have happened.
Allow that to have actually happened in the experience. That's what I mean by tinkering with the greatest hits, go back there and make them greater. The brain doesn't know whether something really happened or you truly believe it. So go back into those greatest hits and make them better. And that's going to give you the confidence. You need to put out another greatest hits album later.
Once you've done this several times, you won't be walking out of the meeting. Wishing you would have said it because you would have said it. You will say it, but future behavior is predicated on past behavior. So even if you didn't do it in the past, go back, reconstruct it and do it now. So that in the future, you'll do it again. Past relevant behavior is the best predictor of future behavior. And you can reconstruct your past relevant behavior.
Play the greatest hits. I love you guys having fun yet. No, one's having more fun than us right now. Nobody are you kidding me? I'm so excited for you guys. I know I've already had a couple people call me and say, George, you know, the first lesson really got me thinking and the second lesson, it, it made me talk to my kid better. It made me talk to my wife then, but the best comments I have gotten are from people telling me, George, I've been able to notice some things about myself that were really minor and I changed them and they made a big difference.
That's my goal. I want you to be defensive in the NLP. However, I want you to also be able to wield in LP in an authentic strategy. You understand? I love you guys Aloha.