Influential Spinning Disc 3

Kenrick: All right guys. What’s the difference between a belief and a thought? Is there a
difference? Well, hold on there. Hold on a minute. These are rhetorical. The question is, can
you think a thought without believing it? Sure. So we can analyze something without having to
say we believe it, and we can analyze it and say we don’t believe it.

Participant: A belief is persistent over time.

Kenrick: Okay. I agree with that. Let’s look at, then, some beliefs. And if you happen to
know some that you have, especially some bad ones, that would be even better, why not write
them down where it says ‘beliefs’. And it says, list a series of beliefs, and then I’d like you to in
contrast, list a series of thoughts. So for me, for example, one of my beliefs is, you can’t wait to
pay at least $5,000 more dollars over the next 30 days. No, no, but I have a belief, for example,
that I can accomplish what I want in life.

Participant: Where’d you get that thought?

Kenrick: I have a belief that I absolutely can get what I want in life. I have a thought that
it’s an interesting day. Okay? So what would be the difference for me? So let’s write down
some of your own, so if you write down some of your beliefs, that’ll help. Like one of your
beliefs is, whatever Kenrick says, you do. If he says it under the guise of being the trainer,
because -- ohh, we’re going after the weakest link. Huh?

How long have you had the belief that you don’t have a belief?

Participant: Could you repeat what you said about beliefs and thoughts?

Kenrick: Actually, you can believe a belief, and you can think a thought. You don’t have
to believe a thought. So there is a difference between thinking and believing.

Participant: (Inaudible) beliefs and thoughts.

Kenrick: That’s right. You look externally for thoughts from me that you enter into belief.
Actually, don’t thoughts come from inside too?

Participant: (Inaudible).

Kenrick: Okay. And so where does the thought come from?

Participant: External stimulus.

Kenrick: External stimulus, but external stimulus stimulates your internal.

Participant: That’s true.

Kenrick: Right. So for example, someone else sitting near you might say, I think Kenrick’s
really hit the ground. In other words, they wouldn’t think the table (inaudible) someone else
could say, I think the wall’s going to get (inaudible). So the same set of events can create
thoughts of a multi faceted nature.

Participant: True. Are there some cases where belief and values overlap?

Kenrick: One is simply a hierarchal form of another. Values are higher than beliefs, in my
opinion. It might not always work that way.

Participant: (Inaudible) core belief system as being almost to the same level or even deeper
than values --

Kenrick: Well, okay, we have a belief that nobody should talk poorly about a member of
another race. Okay, now we have a core belief -- now we have a value that says, we should
value human life. That’s probably deeper than the belief about not making fun of other people.
Now we have a core value that says, I am inherently a good person. That would -- a core belief,
I mean. I am inherently a good person. That is probably deeper than our belief that we should
be nice to all of everyone.

Participant: I think the point I’m confused on (inaudible) was beliefs were based on values.
Just the opposite of what I learned it was beliefs or rules of when (inaudible) so you have the
value and then the belief as well. Are you are you not going closer to the value (inaudible) level?

Kenrick: And that’s more of the way I’m going to be accurate.

Participant: Okay. Beliefs are rules about values?

Participant: It also seems that values are actually sort of like beliefs and (inaudible).

Kenrick: They are. They’re a higher level belief, and they absolutely have a cause and
effect nature to them. Or complex equivalency.

Participant: (Inaudible)

Kenrick: Yes.

Participant: What does that mean to you? I ask them the value, and then when I get a value I
ask (inaudible) belief?

Kenrick: Well, if we uncover one. Okay. This is good. You guys are asking very, very
good questions. I’m very impressed. Okay, so we have a series of beliefs. So someone call out
a belief. I don’t care if it’s negative or not, just say it.

Participant: When a person is shopping, and they’ve met me, they’ve shopped enough.

Kenrick: Yes. Do you actually have that?

Participant: I’m trying to develop it.

Kenrick: Well, good. That’s a great -- when they met me, they’ve shopped enough.
That’s an excellent belief for a salesman to have. The buck stops here. You’re spending begins
here. That’s very, very good. Who has another belief -- let’s hear another belief?

Participant: I can reframe anything.

Kenrick: I can reframe anything. Good. Someone else.

Participant: I’m capable of learning anything quickly.

Kenrick: Good. Good. Do we have a negative belief?

Participant: There are sometimes scarce resources.

Kenrick: There are sometimes scarce resources. Okay. Good. I would say there’s only
uncreative people.

Participant: Another meta belief.

Kenrick: Okay.

Participant: I believe in beliefs that are useful and consistent with my experience.

Kenrick: That’s interesting. I believe in beliefs that are useful and consistent with my
experience.

Participant: That’s so meta.

Kenrick: That’s right.

Participant: Beliefs don’t have to be true, they have to be useful.

Kenrick: Right. However, his says that are in alignment with what he experiences. So
therefore it is self evident in this case. Anyone have a negative belief? Come on guys.

Participant: (Inaudible) develop this belief that I cannot install new (inaudible) by wanting to.

Kenrick: I cannot install a new belief just by wanting to do it. No, it takes technology, and
we’re giving that to you today. Excellent. That’s really good though. I like that.

Participant: I can’t use NLP on myself.

Kenrick: I can’t use NLP on myself. Okay. That’s a great one. Yeah?

Participant: I have some contrasting beliefs that interfere with me getting what I want.
Kenrick: Okay. Great. Now we’re getting somewhere. Okay, so let’s talk about beliefs.
What makes a belief solid and powerful? I’m going to give you a list of things that I want you to
consider. First, repetition. In particular, looping around a thought, either good or bad, and what
would be looping around a thought? Well, for example, have you ever heard a jingle for an
advertisement that you just couldn’t get out of your head? Okay, simultaneously, have you also
said something to yourself, this person just doesn’t like me, this person just doesn’t like me, or
whatever, and you loop it and loop it and loop it until it becomes true? You can’t quit saying it,
that kind of thing? Okay.

All right, next thing is consistency over time. So has this held true for you over a period of time?
Thus we can use period of time to our advantage in installing beliefs. In other words, we can
install it in a timeline over time.

Desirability. Do you want to believe? Is the belief desirable? And how do we make a belief
desirable? Adjust submodalities.

Okay, an authoritative voice in your head saying it. Let’s do this for a minute. Take one of your
beliefs that you hold strongly, not one you’d like to have but one you do have. And say it to
yourself, the way you would say that belief, the way that belief sounds to you, and then tell me
from whence the direction of the voice comes. Where’s the voice? Okay?

Great. Step outside you -- so you’re watching you for a minute, now where does the voice come
from? You’ve got to dissociate to go meta. Another way (inaudible) if a friend of yours told
you the same thing, but you could watch that voice talking to him, where would the voice be
coming from?

Participant: If my friend was telling me the belief? Out there.

Kenrick: There you go. See, you had to dissociate. Once you dissociate, you can find it
real quick, and it’s out there. Is that where you always put what I say? What?

Participant: All the good stuff.

Kenrick: That’s right. I like to think that everything I say is good. Yeah?

Participant: What about dealing with other kinds of meta programs that may be getting in the
way with certain things? Like if you’re dealing with a mismatcher, for instance, who
mismatches your -- is there a way to --

Kenrick: If they are mismatching it, yes. In this case you simply couldn’t find it, but if he
had said to me, I don’t think it’s possible to find, I would have then turned around and said, of
course it’s not and I don’t want you to find it any too quickly either, and he’d have gone and
immediately found it because that’s how mismatchers do.
Okay, now we’ve got some beliefs, we’ve got some ways that they’re held together. They’re
also, lastly, on page five if you’ll look, they are held together with cause and effect and complex
equivalency statements. For those of you that don’t know what they are, they’re absolutely in
the lower levels of Maximum Persuasion, but cause and effect is, X causes Y. Sitting there
causes you to understand what I’m saying. Learning this material enables you to be much better
at persuasion. Mastering what’s in this course will give you the states of mind you want, all of
which are cause and effect statements. Complex equivalency is X equals Y. Reading this
manual provides understanding. Actually, that’s really not X equals Y.

Reading is learning. Listening today is installing information. So X equals Y, X causes Y. If

these aspects are what holds a belief constant, couldn’t we alter a belief that altering those
constants. Let’s do just that. I want you to find a belief that you don’t like and let’s be
pragmatic. Let’s find one you don’t like about persuasion. In fact, actually, stop. Go back one
page. And what I want you to do is, somewhere in the margins, or what have you, make some
notes about beliefs that you have, just belief, about persuading or about selling or about cold
calling or closing or negotiating -- something to do with the gist of Maximum Persuasion. Write
some beliefs out that you don’t like, that you wished were different. I’m afraid to cold call.
Cold calling sucks. It’s hard to close, really hard to close. I’m scared to ask for the order.
Persuasion is manipulative. I don’t want to be manipulative. We’ll just let everyone naturally
come to the decision to give me all their money. I don’t want to manipulate them to do it.
Asking for a raise is tough. Asking for a position change is impossible. I should be in
management but I don’t think they’d let me do it because I’m not good enough.

Okay, got at least one down that you don’t like? Excellent. Now, what I want you to do with
this is to -- we’re going to get in groups of three and it’s important that you stay with the
exercise, not go off into stories or anything else. Stay with the exercise giving each of you the
allotted time to do it, which is no more than five minutes, right now. There will be three people
in groups, so it’s 15 total minutes to do this work for each of you so you have to really stay on
target, on track. Please make at least one person a time keeper in each group. If you start to go
past the five minutes, stop them, especially any nonsense -- don’t let any nonsense go on. Just
stay right to the task at hand.

Now, what I want you to do is from the bottom of page four, you’ll see what makes beliefs solid
and powerful. There’s the repetition, that there’s looping around thoughts, consistency over
time, desirability. So let’s start with the first one -- actually, let’s not start with the first one.
Let’s start with consistency over time. So I want you to imagine that negative belief hasn’t been
there for long. Okay? It’s just been there a short time, and then I want you to imagine that you
really don’t want it, you really don’t like it. It’s not doing anything good for you, you really
wish you didn’t have it. And then, I want you to imagine a really wimpy voice, you showed me
where your strong, authoritative voice comes from, so from that same position, I want you to
hear a really wimpy voice repeating that belief to you. ‘You’re really powerful. I’m impressed
that you almost believe that.’ A really wimpy voice telling you that.
Then, hear your cause and effect statements screwed up. I am really at cause in some universes,
maybe mine. So you just really wimping out with wimpy voice, with moving the position where
that voice comes from slightly so it doesn’t really perfect anyway. It’s not desirable and you
haven’t had it for long. Yes?

Participant: How about looping over the (inaudible) of the belief?

Kenrick: Not right now. Then what I want you to do is -- actually, start with this. Start
with, what belief would you rather have? Then lessen the belief. Then what I want you to do is
once it’s lessened, go back and use every single one of these to install the new one. So you’re
going to repeat, via looping in your mind, you’re going to loop or repetition in other words, a
good powerful cause and effect statement about your new belief. You’re going to imagine that
that’s been there forever. You’re going to crank up the desirability of this, really want the new
belief really bad. Hear the authoritative voice doing the looping of the new belief, and hear it
looping words that are very compelling to you that you wrote down.

See if five minutes is enough time to install a new one. I know it is. Go ahead. Groups of three.
Do it.

Okay, so what I’m saying is, you’re going to learn the meta yes, meta no pattern, which will just
wholesale change beliefs anyway. What’s exciting to me is, now that we know how beliefs are
constructed and how they maintain themselves and how they’re turned up or down, you can
come in and crank down the old one, crank up a new one, install them really quickly and have
some stuff in there that is really going to motivate you. Really, really going to motivate you.

So already, if you want some of those beliefs to be altered, someone says to you, well I just
believe that blah, blah, blah, blah, blah. . . Can you affect that belief? Could you turn it down?
Could you make it less important pretty quick like? I’d like to see this used in politics, okay?
Well, the republicans -- you hear them say, well the republicans believe that, blah, blah, blah.
And you go, well that’s really interesting. But I’m wondering if that voice in your head that
makes you believe that just turns into the sounds of Mickey Mouse real quick because that’s
certainly what the rest of the public thinks of it.

And they go, well that’s not true. And you go, well how shortly have you believed that? It
seems like it isn’t very long. Yet the democrats have, through time -- or whichever side you’re
on -- let’s go with what’s that new party called? Say the reform party has, even though it hasn’t
been around that long, it has been around in principle for many hundreds of years and it has
taken the concept that everyone believes and brought it right up through into modern times and
shown how it works off into our future. You know, I mean, can we start affecting the beliefs of
the people around us real easily and quickly? Sure, because we know what’s starting to hold
them together. We can play with the glue that manages them. Right? Unglue one, glue in
another, we can do whatever we want. And the meta yes, meta no, is just incredible. This one is
a wiz bang of a deal.
So here’s what I want you to do. I want you to consider what changes you would like to have so
that when you leave this training, you have installed in you absolute power to accomplish
whatever it is you want to use persuasion skills to accomplish. Maybe you don’t feel really good
being persuasive. In other words, maybe you think you’re being manipulative. Maybe you feel
like it’s really hard to close and ask people for money or maybe you feel -- I don’t care what it is.
But I would like you to ask yourself, during lunch, what is it that if I could have it, would make
me so powerful and unstoppable at what I do, and the use of persuasion, that I will forever look
back at these changes as being what it took for me to have all the success in life I’ve ever wanted
as it relates to these specific skills? What would that be if you could get everything you want so
that you are so motivated, your beliefs are so in alignment, what would have to change? Write
that down. There may be two or three beliefs all around a central subject. There may be --
whatever it is.

So I believe the way to do that is to start with the subject at hand. So let’s say it’s persuasion.
Now I want you to ask yourself during lunch, so as it relates to persuasion, what are my thoughts
about it? What are my thoughts and feelings about persuasion? And you’re going to find meta
states, right? And from finding the meta states, you’re going to also find some beliefs.

So whatever -- wherever you want to aim it, I want you to pick a general target to begin with. A
general target. And say, what are my thoughts and feelings about this general target? And start
narrowing it down. Whatever answer you get, make a note of it. If it’s an emotion, make a note
of it. What are my thoughts and feelings about that emotion? And keep teasing it out, tease out
the structure. So you’re writing it down, teasing it out, and you’re going to have some beliefs
about this. Write those down as well, and then say, okay -- and then it’ll become very obvious.
If I could have this changed and have that changed, and make this belief that belief, boy, I’d have
what I want.

Then for a moment try it in your head. Okay. I don’t have this negative crap anymore, I have
this stuff. Just step into it. I’m Superman, I step into my new beliefs. What’s it like? Do you
get what you want? Are you happy? Is it motivating you? Are you thrilled? Okay? That’s
what we’re going to do. After lunch we’re going to come back and we’ll show you exactly how
to do it, I’ll demonstrate the meta yes, meta no, show you exactly how it works. You’ll do it and
we’re going to go through, by the time we’re done, and you’ll have this installed today to
accomplish exactly what you want to accomplish. It’s potent stuff, so make sure we’re targeting
it right, okay? Pick the general target, narrow it down, get us exactly where you need to go, and
then by the time you’re done with this, you’ll have it absolutely installed, installed perfectly for
you. Okay?

Anybody have any real quick statements about what you just changed? How it felt to actually be
able to unglue beliefs like this? Was that pretty cool? You like it? It give you some interesting
insights? Anybody have anything to say about it? Yeah?

Participant: (Inaudible) just how little time it took to go from A to C.

Kenrick: Okay. So you found it interesting to find out how fast you guys could change a
belief. You can unglue it pretty quick, can’t you, and put in a new one?

Participant: Get down to it.

Kenrick: Great. Excellent. Anyone else? Any specific comments on it?

Participant: It was funny, I was repeating the statement in my head the positive belief that
people really want and need what I’m offering them, and all of the sudden something just kind of
clicked, just get out there and do it.

Kenrick: That was like a driver that started adjusting some of the things and affecting your
behavior. Great. Great, great, great. Yes.

Participant: What makes this more powerful than the standard visual submodality (inaudible)?

Kenrick: Well, first of all, this is like the glue that glues these things together. It’s the
conceptual framework that holds it together. So for the first time, perhaps, right now, you’re
understanding what that framework is, and now you can go in and -- it’s like working on an
engine. If you understand the conceptual framework for the thing, you can go in and say, oh,
you know, it’s not firing because you have dead spark plugs. Let’s replace them, and in they go.
So you can make the changes. Number one. Number two, you can add submodalities to this
thus tweaking it even harder but the real difference that this is more powerful, I think, is because
we’re operating from a meta level. We’re not operating from primary beliefs at this point.
We’re using meta level tools to make meta level changes and therefore we’re talking about
massive, powerful changes. In other words, instead of coming at your primary beliefs and trying
to map this crap over and thus not getting anywhere, we’re taking a belief which operates at a
meta level and we’re using meta level tools to come in there and make sense of this and make
changes with it, put it back where it belongs, and now watch what happens, versus submodalities
in and of themselves, it’s not enough. It’s not the difference that makes the difference. There
are other things that come to bear on this that we need to understand.

Participant: You’re understanding content as well as the structure of it.

Kenrick: We’re understanding both. We’re definitely using both. Both are necessary
when it comes to beliefs. Does that bring more light -- okay, great. So it will be a quarter to
two that we will get back together and continue (Inaudible).

Kenrick: We want to now learn meta yes, meta no. Meta yes, meta no. Why don’t I give
an example of this? Who would like to change a belief? I will -- okay, come on up. Come on
down. Sit right here. So we want to change a belief, right? What’s the belief you want to
change?

Participant: Do I have to tell you?

Kenrick: Yup. Pick a different one real quick.

Participant: I’m changing careers this summer and it involves selling my business and it’s
pretty -- it’s a big change.

Kenrick: It sounds like it. What kind of business do you have?

Participant: Painting contractor.

Kenrick: Okay, and what are you going to go into?

Participant: Some form of sales.

Kenrick: Pornography sales. That’s pretty high paying, I can tell you.

Participant: As an actor or as (inaudible)?

Kenrick: I was thinking since you’re used to running the business, you want to be an actor
and promote yourself.

Okay, so we’re going to sell a business and we’re going to get into a new business selling.

Participant: Yeah, and I’ve got a lot of fears about it. I’m older than these guys. I’m 57.

Kenrick: Out of curiosity, thought, what would prevent you from putting your current
business into a managed -- hiring a manager and you selling for your business?

Participant: I’ve considered that, but part of my aversion to my business is managing people.

Kenrick: What if you hired a manager to manage and all you have to do is watch over the
manager and make sure he’s doing a good job?

Participant: That’s a possibility.

Kenrick: Here’s the reason I ask that. I did a lot of work with Jay Abraham a long time ago
and he’s probably considered the greatest marketing mind in the country, maybe the world. One
of the things I saw for the protégés that would attend to learn how to do marketing -- they came
to become marketing consultants. Usually, the people when I was going through this, were
exceptionally intelligent, wealthy individuals and they would come worth tens of millions,
sometimes hundreds of millions and they would come to the program and they were going to
leave their business and go do marketing consulting because they thought there would be the
next ten million dollars in marketing consulting. They were seduced by Jay’s copy, which his
very good. His copywriting is very, very good.
And Jay would sit and look at them in utter disbelief going, why on earth do you want to leave
the business that you’ve got? Why don’t you use these skills to make it better? And they’d be
like, well -- and you’d hear the damndest things. You’d hear people that owned printing
companies, big, successful, huge printing companies, go well, what I do is go into the medical
professionals and I’m going to consult the hospitals. And Jay goes, great. What do you know
about hospitals? You know, I have a couple of friends. They’re hospital administrators. And
Jim asking, what do you know about hospitals? And they go, well I don’t know anything about
hospitals. Jay goes, well how do you know you want to consult for them? Well, I don’t. Well,
what do you want to do then? I want to go consult for hospitals.

It was the craziest thing any of us had ever heard. We couldn’t believe our ears. And Jay said,
look, the most important thing you can do is take what you’ve got and make it bigger. Put the
investment into your own business. So I’m curious why you want to sell your business and go
do something else?

Participant: Well, again. I’m 57 -- this is a high rise painting. I go over the side of a building
and I paint, I either spray -- I’m 57. I’m getting old, Kenrick. Do you know what I mean?

Kenrick: You actually do the work?

Participant: I do it. There’s me and four other employees that do it.

Kenrick: Can you make your business bigger so that you don’t have to go over the building
anymore but you can stand back and just sell the jobs?

Participant: I could. I don’t think that that would be as satisfying as what I imagine I might be
able to do as a sales person.

Kenrick: What are you thinking of selling?

Participant: I don’t know. This is all exploration. This is an exploratory thing. I don’t have a
firm product to sell or even a concept to sell yet, all I know is that this is what I want to do.
Does it have to be explicit in order for this to work?

Kenrick: Hold on a minute. What?

Participant: You could sell your business or your services right now. You could turn what
he’s saying inside your business -- you want to be a sales person, why not try it on something
that’s already working?

Kenrick: That’s what I just said.

Participant: Well, I’ll flesh this out. I’ve already sold the season out. I can only do as much
as I can do.

Kenrick: Oh, no. Can you not hire more people that hang over the side of the buildings?
Participant: Not really. Not really.

Kenrick: Why not?

Participant: Well, we’ve got L&I. I’ve got to train these people, I’ve got to do a whole bunch
of things. Also, I don’t know that there’s that much of a market. I pretty much have the market
in this niche business.

Kenrick: In your business, you’ve got the market. Is that what you’re saying?

Participant: Pretty much.

Kenrick: There’s no one else that does what you do?

Participant: There’s one young guy that used to work for me that’s doing it. He just started up
a couple years ago. He doesn’t have it -- he eventually may, but he doesn’t now. He’s not really
competition.

Participant: (inaudible) sell other services to those business (inaudible) --

Participant: Oh, other services?

Kenrick: That you know that you -- I mean, it’s something that you are in a position to
make an alliance on and take a percentage for selling.

Here’s why my alarm bells go off inside when I hear you talking the way you are. You’ve got a
successful business, you’re making an income.

Participant: Yeah.

Kenrick: Are you making a good income?

Participant: Yeah.

Kenrick: Live nice?

Participant: It’s more than I deserve sometimes.

Kenrick: Well -- I think it is too. You should give me all the rest of your money. We all
would like to pool the money that you don’t deserve. So is your house paid for?

Participant: I don’t live in a house.

Kenrick: What do you live in?

Participant: I live in a condominium.

Kenrick: Is it paid for?

Participant: Yes.

Kenrick: Do you have any outstanding bills? Any outstanding debt?

Participant: Taxes next month.

Kenrick: Okay. Good. I’m feeling more comfortable about it. But the fact remains that if
you sell this business, can you sell it for enough that you could retire and never have to work
again for the rest of your life?

Participant: No.

Kenrick: That makes me nervous. You’ve got something really good going that you could
back out of and let others sell, let others do it, that could provide you an income. You could then
perhaps take half of your day doing that and half of your day doing something else.

Participant: That sounds okay.

Kenrick: I’m wanting you to maintain the security from the position of what you’ve built
all these years rather than give it all up for a chunk of change that you may well go through in a
couple of years trying to figure out what you’re going to sell.

Trust me, how many of you guys in here that have a lot of sales experience would caution him
not to do what he’s about to go do? Okay. I can tell you right now as one of those people, I
caution you big time. Be careful before you do what you’re talking about doing.

Participant: Okay.

Kenrick: Because obviously you’ve got confidence and you seem reasonably well adjusted.
By the same token, it’s not -- it’s easier to take where you’re at and expand it than it is to go, turn
my back on this, and now let’s go sell jets. That sounds fun. Or let’s go sell red wagons,
because I think kids need red wagons. That’s no reason to go sell them.

Now, by the same token, if where you’re at, and you say, I would like to do something more self
fulfilling to me than hanging over the wall painting. Okay? So step back, hire someone to
manage it. You keep the sales, you’ve already sold out the season, fine, go sell out next season.
Get someone else to manage, have someone else hang over the walls and paint. End of story.
Now, you’re paying a manager. You’re going to earn less money, aren’t you?

Participant: Yeah.

Kenrick: Okay. But that manager’s going to take care of most of what you’re doing. How
much of your day do you have left? So why don’t you go talk to your clients? Sit down with
them and say, listen, you know, I’m making some changes in my life and in my business. I just
want to know what you like about what I do. What would you like to see more of? What else
could I offer you that you would buy in a heartbeat if I had it? What do you need right now in
terms of your physical plant? What do you need? See if you can’t find something in common
with your clients and then go provide them that service. Sell it. Go contact someone else that
sells it, or provides it, and say, hey, what would you give me to hand you over $100,000 a year
contract?

Participant: Okay. All right.

Kenrick: Now, if you weren’t going to take any of this advice, if you were going to go do it
the way you were thinking before, what were you thinking of doing?

Participant: Well, I’ve been thinking about financial services, not --

Kenrick: We have a few experts in the room on financial services. Would any of you care
to share with him how difficult that is?

Participant: It’s easy. Easy money.

Kenrick: How long did it take for it to become easy money for you?

Participant: About five years.

Participant: I’ve traded commodities and both of these guys sell financial -- they say the same
thing you’re saying. They say it’s three to five years before you have enough income to pay
your bills.

Kenrick: Oh, yeah. At least. If you’re good. If you can get good.

Participant: Well, I’m capable of paying my bills without -- I have that (inaudible) .

Kenrick: Okay, well -- That’s tough, man. I mean, you’re talking about jumping from a
cushy deal into a lion’s pen and having to make it with guys that sound like him.

Participant: That’s scary.

Kenrick: I mean, this guy, he’s a lion, okay? He’s out there, he’s going to get his share, get
the hell out of his way.

Participant: A shark.

Kenrick: Yeah. Okay? That’s right.

Participant: Well, maybe --

Kenrick: I’m just saying, it’s a different temperament. He’s well adjusted for what he does,
you’re well adjusted -- but there’s a big different temperament here. You’ve got yours figured
out and you’re doing it. You’re going to go jump in those waters? Okay, if you want to, I’m not
going to try --
Participant: That’s just a possibility. As I said earlier, I don’t have --

Kenrick: What else?

Participant: Well, I’m interested in travel. I’ve thought about starting a travel service, a travel
agency. This is a bad time to be doing that since the airlines are competing with the travel
agents.

Kenrick: Have you thought of network marketing or some kind of homebased business?

Participant: Not at all.

Kenrick: You might consider that.

Participant: I haven’t. I don’t have any experience.

Participant: He missed your meeting yesterday.

Kenrick: Yeah. Consider that that’s another thing you can do that’s relatively safe, not cost
a whole lot of money and you can do while you’re doing your current business, you can build it
up and make that kind of thing happen. That’s just another idea, not that you should take it.

Participant: It doesn’t have to be five or ten years for --

Kenrick: Actually, no, it doesn’t have to. It depends on which one you get in. You get in
Amway, it might take you 20 years. Same as commodities, if you’re going to sell something
that’s stable and rock solid, you might barely make a few bucks. You put in $1,000 you get back
$1,100, $1,200, think that you’re making money, see? But you get in a newer one, you put in
$1,000 bucks, you might make $50,000. Okay? You may go broke too.

So there’s some challenges there.

Participant: It sounds like you’re away from what you’re doing with a real weak toward, but
you’re selling now, but you aren’t selling (inaudible).

Kenrick: He wants to get away from the physical labor of hanging over the walls. He’s not
trying to get away from the selling of what he does.

Participant: And managing people. People are problems.

Kenrick: Sales?

Participant: I hear a limiting belief. People are problems.

Participant: How many employees have you dealt with?

Participant: I know they’re difficult, but you know, before you go into sales, you should
consider the fact that you’re going to meet a lot more people who are a lot more problems.
Participant: What do you do first thing in the day? You call up people who yell at you, right?

Participant: We used to keep what we’d call a 3:00 a.m. list and it was a list of people
(inaudible) and we would call them to get yelled at and start the day, to get it out of the way,
kind of warm up.

Kenrick: That’s what I’m talking about, okay? However, let us examine a couple of other
things here. People are problems, right? Would you like to change that?

Participant: Yeah.

Kenrick: Because what if you didn’t see them as the problems, but as opportunities? In
other words, look, I agree with you they’re problems from a business owner’s point of view. I
don’t like having them any more than you do probably. Okay? By the same token, there are a
lot of things that you could do to minimize those problems.

Participant: People are revenue units.

Kenrick: That’s right. That’s exactly right. If you see them as problems, you’re going to
try to stay away from them. If you see them as revenue units, you’re going to try to find a way to
minimize their problems while maximizing the opportunity for revenue from them. So that you
see them as a problem to me, we’ve zeroed in on a belief that’s causing you grief in your
business. That’s a belief I’m willing to work with.

Participant: All right.

Kenrick: But you have to tell me that’s the one you really want to change.

Participant: Well, what I came up here to sit down for was to change what I -- you know, to
create a movie that I’m able to go out there and do what I want to do which is basically sell my
business, walk away from it and that’s that. However, I’m very open -- if I can’t get what I want
--

Participant: In therapy they call that the presenting problem isn’t the real problem.

Kenrick: I agree 100 percent with that assessment. This is not the problem. That’s the
presenting issue. The problem is something else going on here.

Participant: Well, I think I’d like to do something more fulfilling, more satisfying and I am
undergoing and have for the past few years I guess what you would call a mid life crisis
questioning who I am, what I’m doing --

Kenrick: Dating 18 year olds.

Participant: I go for the older women. Late 20s.

Kenrick: Right on. Okay. So I understand that. Midlife crisis has nothing to do with your
business. No matter what business you’re in, you’d still be going through the midlife crisis.

Participant: All right.

Kenrick: It’s irrelevant. You’re saying, I would look altogether better if I just wore a
different jacket. I want to go buy a different jacket and I’ll look like Arnold Schwarzenegger.
No, you never will. You’re not going to look like him. You don’t have the same physique.

Participant: I’m not looking to look better --

Kenrick: I’m not talking about looks either, I’m just saying --

Participant: I want to experience new stuff.

Kenrick: I know that. I’m just saying that that would be the equivalent of trying to
experience new things by saying you’re going to change your jacket. That’s not the problem.
Okay? The problem isn’t your business. I don’t see that as being all of the problem by any
means. It could be some, but you labeled it the problem and thus you’re trying to get rid of it.

Participant: Yeah.

Kenrick: And I think that it’s very, very possible that that’s not the problem, that that the
problem is much, much deeper surrounding other issues altogether probably.

Participant: Okay.

Kenrick: Where have you been hurt? Tell me what emotional pain comes up for you right
now when you think about your business. I just saw it.

Participant: I think it keeps me from participating, from doing something.

Kenrick: Where were you hurt? Were you hurt in a relationship that has something to do
with this business?

Participant: No.

Kenrick: Were you hurt in some other way? Were you held back or did something happen
to you that you directly associate with this business that’s painful?

Participant: Yeah, I can, but it’s not a hurt, it’s a representation of -- actually it’s a business
partner that about four years ago, when we separated, it was almost like a divorce.

Kenrick: Yes, that’s what I saw. Tell me about that.

Participant: Well, it was pretty ugly.

Kenrick: How is it now?

Participant: It’s still pretty ugly. You know, it’s --

Kenrick: Are they gone, are they paid off?

Participant: Yeah, they’re paid off.

Kenrick: Are they done?

Participant: Done.

Kenrick: Why are they done with?

Participant: I think I probably did some things that I wasn’t exactly proud of and --

Kenrick: You don’t have to be specific.

Participant: And I think I was forced to do it. And I was forced to make some decisions. I
was forced -- I feel as if I was forced to -- it became a very bitter legal litigation.

Kenrick: Do you see now where the problems are coming from, Les? This is the issue.
This is much more of the issue. It hasn’t anything to do with the business at hand. It isn’t the
day to day business, it’s the association of the negativity from this. This is what we’re dealing
with, maybe more too, but this is a big, huge part of it. If we can eliminate this, we can eliminate
almost dang near anything.

Okay, let me just comment a couple of things. What you’re trying to accomplish -- not trying to
accomplish -- what you’re accomplishing by way of going through all this -- I really commend
you for because at 57 you’ve set in a whole lot of things as being part of who you are and where
you’re headed and now you’re going to try to uproot some of those things and do something
different by way of making you happy and that tells me you have to have a lot of security in you,
you’ve got to feel pretty good about who you are to be willing to make those kind of uprooting
or to be able to think about that kind of thing.

Participant: For the most part. When I think about it, I get excited.

Kenrick: Yes.

Participant: Potential.

Kenrick: Sure.

Participant: The realm of potential.

Kenrick: I’ll bet you there are men out there that would be real excited also thinking that
they could come in and buy your business or have your business -- men or women. If that’s the
case, it’s also possible for you to be excited about having your business.

Participant: Yeah.
Kenrick: Now, the issue is, how can we get rid of some of those negative things to bring
the positive in. What I want to suggest for right now is a little bit beyond the scope of the
training. It needs just sitting down and going through this. I don’t want to demonstrate with
some little piece and then have you end up not getting the help you really need, and my
suggestion is --

Participant: Do you think I need help?

Kenrick: I don’t think you need help like that, I think what you need is someone to help
guide you through the changes that you should go through and I think you already know pretty
much what you want to change. I think we’ve just identified a big, big cancer, a big sore spot,
that if you could heal that, get some healing on it, I think it would change you as a person in
some pretty incredible ways. Do I think you need help as in a psychiatrist? No. I don’t think
you probably are chemically imbalanced or any other else of the weirdness that you’re talking
about.

Participant: It’s just heavy. It’s weighty.

Kenrick: Of course it is. That’s what problems do, right? They weigh down on you. So I
understand that. Now the issue is then how are you going to deal with it? Now you could deal
with it by turning your back to it which is what you’ve been doing or you could heal it by going
through some processes, or however you want to call that, and fixing it. Surely there’s some
people that do NLP up in your neck of the woods. You can come down here and deal with me,
you can deal with it however you want or not deal with it at all. Those choices are all yours.

It’s probably -- I want to do right by what you’re saying and therefore I would rather pick
something, out of respect to who you are and where you’re coming from, this is not one little
belief that I want to go in and make. This is something that we would want to -- I don’t want to
diagram, structure, make sure we’re doing the right thing, first, second, third, so that you come
out of this absolutely the way you want.

Participant: Okay. All right.

Kenrick: Is that all right?

Participant: You got it.

Kenrick: Someone else that has perhaps a smaller level belief?

Participant: (Inaudible)

Kenrick: So what do we want to change?

Participant: One of my limiting beliefs is that learning all the stuff out of your course, I find it,
when I get in the situations where I want to use the stuff, I find it hard to combine patterns. I
tend to forget a lot of patterns.
Kenrick: Sure. Hey, you know what? I do too. I just happen to know enough of them that
I -- those that I forget, I still (inaudible) blow it off. Hey, I’ve forgotten more patterns that most
people have ever learned. So remembering isn’t the answer, it’s remembering a strategy that’s
the answer. So what beliefs do you want to change?

Participant: Well, my belief was that I can’t -- it was, I think maybe you fixed it --

Kenrick: I need to have you just sit down right here and absolutely believe that what you
want you get, but if that’s the case, you let me know.

Participant: I’d really like to solidify that.

Kenrick: So it doesn’t feel solid?

Participant: I guess so. I feel like maybe if I go out there I might keep doing what I’m doing.

Kenrick: State a belief. State the belief that you would like to have more --

Participant: I can’t use all the patterns and combinations that I want to. I tend to forget.

Kenrick: Why can’t you? Do you forget?

Participant: I end up forgetting stuff. And I’ve studied it, I’ve written the stuff out --

Kenrick: What are your thoughts about forgetting?

Participant: I find it very -- one of my beliefs is that I don’t have a great memory. I tell
myself that I --

Kenrick: Let me ask you this. What’s that guys (inaudible)? Would you be willing to
work on your memory? I mean, is that something that you think you’d want to do?

Participant: (Inaudible)

Participant: I don’t know how I remembered that. I saw her face and I just imagined -- I
don’t know.

Participant: (Inaudible)

Participant: (Inaudible)

Kenrick: We’re just ripping through them. (Inaudible) they sit in my mere presence.

Participant: Isn’t two perfect (inaudible) in one day enough?

Kenrick: I mean, what else could we have? Okay, so do you want to make that more solid,
or is it solid enough?
Participant: I really want to be able to use all the patterns together in combination, and know
exactly which ones to use at the right time.

Kenrick: I don’t hear that as a belief, though, I hear that as a learning issue. IN other
words, I hear that as being you just need to study more.

Participant: Maybe my belief is that when I come into a situation, I don’t think I have the
resources it takes to notice which patterns to use.

Kenrick: Ah. Oh.

Participant: That might be underlying that.

Kenrick: Say it again.

Participant: When I get in a situation where I want to use the techniques, I believe that I can’t
-- I don’t have the resources it takes to notice, use my sensory acuity and realize which patterns.

Kenrick: Imagine you’re coming into a situation similar to what you’re describing. When
do you first need to know that you’ve got the resources? What would be a trigger that would let
you know, boom, I need them?

Participant: As in which pattern or what --

Kenrick: That you have the resources.

Participant: It’s time to use the pattern?

Kenrick: That you have the resources for all the patterns.

Participant: Probably just face to face with the person.

Kenrick: So coming face to face with the person, that would be a great signal for knowing
that you’ve got all the resources necessary and right now you don’t believe you actually have all
those resources, correct?

Participant: Yeah. I think that I also want to add in creativity with them so not just recite
stuff.

Kenrick: So you don’t have the resources to be creative with the patterns?

Participant: Sometimes I feel like that. Yeah.

Kenrick: Okay. Is it a belief you have?

Participant: See, at home I’ll like sit down and I’ll be creative but then in the situation, I feel
like I’m reverting back into just reciting and my creativity shuts down.
Kenrick: When you’re actually out with people?

Participant: Right.

Kenrick: So I have the resources to be creative and use the patterns is what you want.
Right? And I’m at a loss for creativity and the patterns when I go out now. That’d be the belief.
Okay. Let that go for a minute, and what I want you to do is I want you to think about what it
feels like to say yes with congruency from head to toe. Like play a lick in your mind, hear it
perfectly, and when you do, I want you to say, yes! With strength and congruence.

Participant: Yeah.

Kenrick: Do it again.

Participant: Yeah. That’s good.

Kenrick: Good, okay now, watch this. I want you to do it again. Play the lick and go, yes!

Participant: Yes.

Kenrick: Okay, so we’re going to just go, ‘yes!’ and you feel that, right? Again. Strength
and congruence.

Participant: Yeah!

Kenrick: Good. How does that feel?

Participant: It feels good.

Kenrick: Don’t go too far, but go perfectly to where it feels like to your whole body and
soul, yes is reverberating. Now.

Participant: Yeah.

Kenrick: Was that a good one?

Participant: Yeah, I remember a time when I was in music school.

Kenrick: Good. Excellent. Excellent. Let go for that for now and look around the room
and pick out three things you can see.

Participant: Light, lightbulb --

Kenrick: Perfect. Now remember what it’s like to say ‘no’ with real congruence and mean
no. There’s a personal thing that you and I talked about some time back where someone wrote
something about you.

Participant: Yeah.
Kenrick: Was that valid?

Participant: No.

Kenrick: Are you sure?

Participant: Not at all.

Kenrick: Not at all? So I want you to think about that and say, ‘no’, an absolute, congruent
‘no’.

Participant: Absolutely false.

Kenrick: Okay. No! Say it again.

Participant: No.

Kenrick: And again.

Participant: No.

Kenrick: Stronger. I mean --

Participant: It pisses me off to think about it.

Kenrick: Yeah, it does, doesn’t it? Say it again.

Participant: No.

Kenrick: Are you sure it’s no?

Participant: I’m pissed off right now. :

Kenrick: Yes. Did you do it?

Participant: I feel like hitting someone.

Kenrick: I need another volunteer. Someone who needs to be hit to change a belief. Okay,
a meta punch. This is what it would be like if I was really punching you. Okay. Actually, bring
you in. You block it.

So how do you feel about that? Did you do it?

Participant: Yeah.

Kenrick: Were you wrong? Did you do it? Are you sure? Say no!

Participant: No.

Kenrick: Really no, mean it.

Participant: Absolutely no!

Kenrick: Good. Good. I like that one. Now we’re ready to rock. So what I’d like you to
do is go to the belief that we want to change. So what is that? What was the belief we want to
change.

Participant: That when I'm in a situation with someone, I feel like I can’t use my creativity to
combine the patterns and remember what I need to do in that situation.

Kenrick: What do you think about that when you think about it?

Participant: I think it’s stupid. I know I’m smarter than that.

Kenrick: Stop. It’s stupid. You think it’s stupid. As you think about that, I want you to
absolutely say right now, no! exactly the same way you just did before. Think about not being
able to come up with the patterns as being just stupid.

Participant: No.

Kenrick: Stronger. Look at that situation, think about it in your mind -- that it’s stupid that
you can’t come up with the patterns. Okay? Ready? Say it.

Participant: No!

Kenrick: Look at it again. Can you even see anything about it anymore?

Participant: I think it’s more of like internal dialogue.

Kenrick: That’s fine. So internal dialogue says what?

Participant: Just exactly what I said.

Kenrick: Right. SO listen to your internal dialogue. As you hear it, I want you to say, No!

Participant: No!

Kenrick: It interrupts it, doesn’t it?

Participant: That kills it.

Kenrick: Yup. Now, let it start to try to begin and then the very instant it even starts to
begin, and again, just start, it gets a little squeak sound out and what do you do? Say no! loud.

Participant: No!

Kenrick: Good. Excellent. Now, from out in the middle of nowhere is the new belief. The
new belief says what?
Participant: Anytime I want, I have access to the resources it takes to be creative and use the
patterns that I need to use.

Kenrick: Right in, right? Look at that. Hear your internal voice from the authoritative
position say just those words. As you hear those words say, ‘YES!’

Participant: Yeah! Feels good.

Kenrick: Doesn’t it?

Participant: Yeah.

Kenrick: Okay. Again. So from way out there, in it comes, hear the authoritative voice say
it.

Participant: Yeah!

Kenrick: Good. Now I want the authoritative voice to begin to loop it and to say it faster
and faster and faster, until it takes the position of the authoritative voice and you can just watch it
go faster and faster and faster it spins. Faster and faster and faster it spins. Ready? Say yeah!

Participant: Yeah!

Kenrick: Good. Now, take that spinning of words and chunk it right into your unconscious
mind exactly where it needs to go now and as it goes, scream yeah!

Participant: Yeah! I feel like it’s like all around now.

Kenrick: Yes. Because you’re right in it, aren’t you? Right where you need to be always.
And as you open your eyes in that, notice it is yours. Yeah?

Participant: Yeah, it’s there.

Kenrick: That’s right. SO every time you’re in that situation, now notice what happens. Is
that situation all the time?

Participant: Yeah, all the time.

Kenrick: Good. Go to a time in the future where if we hadn’t done this, you wouldn’t be
able to respond like you now do. And notice how quickly just, bap, there it is.

Participant: That’s exactly how it is.

Kenrick: Exactly how it is. Notice the absolute congruence, absolute congruence. Go to
another time.

Participant: Okay.
Kenrick: How did it work?

Participant: Yeah, I just want to start using stuff.

Kenrick: Good. Go to another time, a really tough time, I mean, try to make it hard.

Participant: I can’t. It seems easy.

Kenrick: Okay. I’ll go along with that. It feels good, doesn’t it?

Participant: Yeah.

Kenrick: Good. Good job.

All right, that’s how easy that pattern is. That is one hell of a pattern. If I do say so myself, I
love it. Yes?

Participant: That did look really powerful and also like when I do belief changes and this sort
of pattern, there’s that little doubt like, what if it doesn’t work though?

Kenrick: Okay. Do you have a belief that making a belief change is really hard?

Participant: Yes.

Kenrick: How would you like to change that to start with?

Participant: There’s a doubt about that too.

Kenrick: Then we’re going to go to a meta position in it, okay? So doubt that you could
ever make any kind of change like this. Doubt that any change you ever make will work. We’re
going to change that. And it may not work. You have to be the decider. It may not. You’ll
have to decide if it did when you’re done.

Participant: Right.

Kenrick: You won’t know, will you?

Participant: What?

Kenrick: You know what I’m doing with you, right? In other words, you have a tendency
sometimes to be -- sort by differences, right? So what I want you to do is, go ahead and try it,
and you probably won’t be able to do it, okay? You can’t even answer, he’s so stymied on that
one.

But just give it your best. Okay. That’s where I would start with you. So the rest of you,
remember something when we go to do this exercise now. I want you to think about a few
things. Notice that two times I turned down a situation and wouldn’t do it, twice. Do not go in
where angels fear to tread and make changes in people’s lives. Make sure that you’re getting a
good solid -- in other words, look for the ecology. How did I know that the ecology on the first
guy wasn’t right? His head was hanging down when he’d talk about it. I want to go do
something new. I mean, my god, there was nothing about that situation that had any degree of
being congruent. And I mean, I’m not about to go in there and make changes like that. I mean,
we need a few hours to do what he needs to do.

Now the change itself won’t take long, but what if I’d have done changed some screwy thing in
the middle somewhere? Well, the odds are he’d change back, but not without great expense to
his poor brain, change back to the way it is now, probably, but he would agonize over it for a
long period of time and that’s not the objective.

Now, we’re ready to begin installing states for you. We’re ready to begin doing some really
fund stuff, so the first thing I want you to do is install the necessary beliefs for you to get what
you want. There may be only one or two. There shouldn’t be a whole bunch. Pick the most
specific area you need changed that would make the biggest change for you in your life. So let’s
say, stay with persuasion as an example, what I want you to do is say, if I could make one main
change in one main area dealing with persuasion, what would that change be that would make
the biggest difference in my bottom line income or my bottom line ability to make life work the
way I want it to work? What one main thing would I change? Find it, find out the meta state of
what’s going on there, find out what’s going on, identify the belief, often when it comes to the
belief, I go up one level. What are your thoughts and feelings about that?

So what I did here, what are your thoughts and feelings about not being able to have those
resources? Well, it’s stupid. Aha. We attack stupid and blew the living crap out of everything
else, didn’t we? Because the accepted -- and you’ll learn why I say it this way so strongly
tomorrow -- the accepted frame of reference, controls everything underneath it. You blow this
one, you change everything underneath.

So I went to stupid, because it’s definitely an easy meta level to adjust. And blew it out.
Instantly he was changed. The minute that took hold, he was a new person, you could see it
through and through.

And future pace. So do you understand the directions? Okay. Please, how many of you in here
have a feeling of a good understanding of the therapeutic processes involved to make these
changes? Raise your hand if you do. Great. Those of you without your hands up, please look at
those whose hands are up and find yourself in one of those groups. Okay?

I do not want you working with -- I want you working with someone who knows what they’re
doing. For those of you with your hands up, kindly do not do a lot of teaching. Simply make
sure that you’re on the right track. I don’t want you explaining a lot and doing a lot -- just make
sure that the person’s stepping through it properly. This is really easy. Because it’s so easy,
I’m giving a little extra warning that you make sure and zero in on something useful to change
and necessary to change, and then away you go. This is powerful, powerful stuff. It’s so
powerful, it’s not even funny. It’s also easy. It’s really easy. Really, really easy. Notice how
fast what I did worked.

And notice what a serious -- I mean, can you imagine how long that would have taken doing just
submodalitis. We could have spent half the day -- I wouldn’t have been, but you would have
been, listing fifty submodalities in all of the categories all day long and then going in trying to
figure out which ones are the drivers and then tweak them and all this kind of crap and then
make the change, find a weak one, find a strong one, change this, change that. What did this do?
Bang. In it went. It’s that fast. How do you feel?

Participant: Good. It works. I don’t know what you did, I can’t tell you the steps you did, so
I don’t know --

Kenrick: He was out. He was gone. Deep trance. What’s it like?

Participant: It’s empowering. It is. It’s life changing.

Kenrick: Life changing, empowering, fast. You’re hearing it from people that I have done
this with that understand the power of this, okay? So now you’ll get a chance to have it both
done to you and you’ll be able to do it to others.

Participant: Do you do this to yourself?

Kenrick: You can actually do this with yourself. You can actually do this to yourself. For
sake of making sure that you’re doing it with safety, other than in your case -- you’re plenty
skilled enough -- to make sure everyone’s doing it with safety, I want it done in groups of three
so that you can actually go through this appropriately. Remember that you saw me spend as
much time getting to the problem and isolating the belief as I did changing it. Make sure you’ve
got the right one, okay?

Participant: What was this? I didn’t quite understand what you were doing, it was almost like
you were doing a swish pattern.

Kenrick: I did. That’s exactly what I did. I swished in a new belief. Swisssshhh. That’s
exactly what I did.

Participant: What did you replace stupid with?

Kenrick: His new belief. What was the new belief?

Participant: That I am capable in any situation.

Kenrick: I knocked out stupid with the ‘no’, and I swished in the new belief.

Participant: But stupid is a feeling and a state. Can you just replace a belief --
Kenrick: Stupid was a meta level to -- that he can’t remember to use the creativity and the
skills so he went to stupid, so I knocked out stupid because it’s a meta level. I knocked out
stupid -- he felt stupid. Stupid, in this case, wasn’t stupid about the environment, it was stupid
about the fact that he couldn’t remember. That’s the difference between a meta state and a
primary state, so I knocked out that state and then brought in a swish of the new one and then
future paced.

When I brought in the new one, then I used a meta yes to lock it in just like we use the meta no
to knock the old one out. Once it was locked in, then we future paced to make creative
generalization out of the whole thing. Elegant pattern.

Participant: The pattern was originally written up, they were using a (inaudible) do you find
that that’s not really needed?

Kenrick: Bring to bear is absolutely the language of the meta states like we’re talking about
and we’re going to learn that tomorrow, that pattern and variations of it all day long. So if
you’re comfortable with it, go right ahead. Sure.

Okay, groups of three where at least one person out of the group knows exactly what they’re
doing. The most important thing to start with is the first part of this which is -- and I’m asking
this for each of you now, so you’ll know it when you get in your groups -- if you could make
one change, if you could make one change, the change that would give you what you want as a
result of being here now -- why are you here? And what one change would help you more than
anything else to have everything you’ve ever wanted in relationship to being able to persuade,
sell, negotiate, something along those lines --

Participant: To have two million dollars.

Kenrick: So why don’t you have it? Well, screw me, I’ll show you what it’s like. Come on
buddy. Come on with your bad self.

Participant: I respectfully decline to answer.

Kenrick: Okay. I’ll allow that to be then.

Okay, so what do you really want? And if it’s a million dollars, ask yourself, why don’t I have
it.

Participant: Ten million.

Kenrick: Ten million. Why don’t you have it? And then zero in on the belief that needs to
be changed and then use the pattern I just gave you to change it. Remembering, as you do it,
you’re going to create the meta levels, you’re going to look for the meta levels. Make sure you
write them down because once you get this new belief, I’m going to then show you how to add to
it, even more to make this not only a belief change, but so damned compelling, you won’t know
what hit you. Okay? That’s happening next. So go make the change.