Creating Highly Effective People with NLP

As the backdrop of war pervaded in the external world, organisations began to see the greater need for employees to live with strong mental health. Covid-19 and the Ukraine invasion dominated. It caused anxiety fears that the very basis of survival, safety, was under threat.
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Employees needed to feel safe. The corporate sector was in a global war for talent.  Today it was a very different global war we were up against. This one brought everyone down to a most basic level of a human being’s very existence. 

As the backdrop of war pervaded in the external world, organisations began to see the greater need for employees to live with strong mental health. Covid-19 and the Ukraine invasion dominated. It caused anxiety fears that the very basis of survival, safety, was under threat.


Employees needed to feel safe. The corporate sector was in a global war for talent.  Today it was a very different global war we were up against. This one brought everyone down to a most basic level of a human being’s very existence.  


Trevor and John felt that their decision to drive NLP through the organization in an effort to align their culture, was timely. It was no longer just about talent. As businesses and people in the workforce struggled to stay afloat it was imperative that they focused on creating effective people. People who could adapt and thrive in a new norm, ready to reinvent themselves whatever it took. 


While the need for talent to drive leadership and fill pipelines for succession planning would remain, they felt it would augur well to prepare for challenges ahead. How would they do it? By creating effective people from within the organisation. 


This would reduce reliance on external recruitment and why not? Their employees were well trained and had the capacity to step up to the next level through mentoring and coaching.  A strategy that had proven to be the cheapest as organic growth from within, meant employees already embraced the organization culture.


Sylvia, the NLP Trainer who would take them through this culture alignment initiative was a great advocate of this strategy. Through her many years of NLP training and coaching, she helped ordinary people become extraordinary. She believed that people inherently had the resources within them,, they just did not know how to access them.


With multiple generations in the melting pot of the workforce,  they were keen to make use of the inherent diversity of Baby boomers, Gen X, Gen Y and Millennials. So many different values and perspectives to tap on! It was an exciting time for Trevor and John to see how the organization would morph and transform into something immensely different and powerful. For one, a natural culture of higher tolerance towards difference.


Sylvia shared some traits in common of highly effective people, that she had observed over the years of doing this work. Regardless of generation and level of seniority, she found these traits surfaced unbeknownst to the employee;

• personal values were aligned to organization values
• able to tap into personal resilience and confidence
• goal oriented driven by passion and purpose
• disposition to thrive under pressure
• willingness to take feedback & improve

So what was the start to creating effective people? The operative word was “accelerate”. The fastest way was to identify high performers at each level of seniority in the organization, who would present the formal leaders.


They would begin to attend Sylvia’s NLP modular courses inside of the organization’s program. She had depth and breadth of corporate experience. She fit the bill and her stories from past experience would fit the context in this case.


Bit by bit in small chunks, little nuggets of NLP tools learnt would give them the opportunity to apply to daily contexts at work. From conflict resolution to building rapport with the most resistant team member, these formal leaders would start the change process towards creating effective people.


In a matter of months the organization would see momentum building. This type of program had to be a “C-suite” buy.  It usually started as a conscious effort, a directive from the Board or something akin to that. For the initiative to work, there had to be total commitment from the senior leadership team. Timing of implementation was everything.


An NLP program offered organizations a way to support their employees in tough times while giving them tools to manage change. Employees who were open to improving themselves would be the first to spike performance and hit new targets.


Exponential growth after an NLP program, especially one that was conducted organization-wide was common. From employee’s feeling motivation to mobilizing a team to higher performance, these were some wins the organization could look forward to.