Vample Blog - Self Improvement, NLP Hypnosis
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By feedback, we mean more than some ticked boxes on the ‘hap-
piness sheet’ that you collect from your group at the end of the
course. The NLP communication model suggests that all the infor-
mation available through your senses is potentially feedback to
you. You are constantly getting feedback, although you will be fil-
tering that information for what you consider relevant at that
particular time. Whenever you are presenting or training, feed-
back from the group allows you to monitor how they are at any
time during the presentation or training - if you pay attention to
‘Feedback’ is also used in a more limited sense to mean con-
sciously giving someone specific information about how they are
doing at a given activity. Since you are often going to be offering
considered feedback to the people you are teaching, training or
coaching, we want you to know how to do it effectively.
The feedback sandwich
This particular feedback model enables people to easily change
their behaviour. It comes from a research study done by an NLP
colleague - Master Trainer Wyatt Woodsmall. He did some work
for the US Army to teach officers how to give their new recruits
effective feedback. Perhaps they had found that the screaming-in-
the-ear technique didn’t work! Their brief was: ‘How do we give
feedback to people so that it works?’
This is what they found.
Give people feedback within five minutes
For feedback to be effective, you have to give it within five min-
utes of occurrence of the specific behaviour. Although the
conscious mind can handle delay, feedback works more power-
fully with the unconscious mind. Because much can happen in
five minutes, make the connection as soon as possible, while the
link to the behaviour is still intact.
Tell them what they did well.
You give feedback only on the things they did well: “You did this
well, you did that well. . . ” Be really specific on the behaviours
they did that worked.
Then tell them what they could do even better next time, or what they
could do differently next time that would make it even better.
It is extremely important that this time, you make no reference to
what they did that didn’t work. When you give feedback, focus on
only the positive: what they could do that would enable them to
get an even better result.
This is not just the power of thinking positively, that everything is
wonderful. Remember ‘Don’t think of a blue tree’. If you say to
someone “You did x and it didn’t work”, they are now thinking
about what you don’t want them to do any more, and the fact that
it didn’t work. That is reinforcing what doesn’t work.
Give them an overall positive comment
Overall positive comments would be:
“That was a really good presentation.”
“I was entertained by what you were doing.”
“You’re really good at this.”
Some other useful findings, for coaching, training, or managing
other people, that came from this study are:
If you actually tell someone that they did something well, they will do
more of it.
So if you say “You did this, and it was really good”, they will do it
We have also found over the years that you tell someone that they are
good at something that they either didn’t do or they weren’t good at, in
all probability they will be better at it next time.
So if someone didn’t do a particular behaviour, and you say “You
did this, and it was absolutely brilliant!” the chances are they will
be brilliant at it when they do do it.

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