Descripción de los casos de uso en formato expandido

Ross: Challenge me. What‟s your business?

Participant: Tequila sales.

Ross: Tequila sales to businesses or to people? Are you a bartender, or what do you do?

Participant: I do wholesale and import.

Ross: I don‟t know how that would work with importing because I have no idea what the patter is there.

Participant: It‟s actually selling to businesses.

Ross: When you think about what it is you like and think about the ideal relationship you‟d like with a vendor, this is what you say to them.

You‟re the distributor, and they‟re the vendor?

Participant: I‟m the importer and the distributor to the distributors that distribute to the vendors.

Ross: I‟m going to fill in the blanks for you, but I need to know what you describe yourself as. When you go to these people, are you the vendor? Are they the vendor? How do you describe yourself?

Participant: I go to the distributors because I‟m the importer.

Ideal Candidate Pattern #1

Ross: You‟re the importer, so I would say, “When you stop and think about the ideal business relationship you want with the importer you can rely on, I‟m not sure just what you think about that lets you realize that that‟s who you‟re dealing with.

“But as we‟re talking today, I just want to invite you to ask me anything you want because I think that‟s part of the process and an important part of the process of realizing there‟s something really good that you can do for your business today.”

Participant: That‟s really good.

Ross: I know it‟s really good. Do you want me to go through it again?

Participant: Yes.

Ross: “I don‟t know what it is that happens when you stop and you think about the ideal kind of business relationship you want with an importer. I also don‟t know what happens when you recognize that that‟s what‟s taking place.

“What I do want to tell you is that as we‟re talking today, it‟s important if you have any questions or challenges at all, that you let me know what they are. I think that‟s part of the process of recognizing that you‟re making a really good decision for your business.”

What does that cause them to do? It causes them to think of the things they want in a distributor, or whatever you call yourself, and apply it to you. I do subtle little self-points like that. They can‟t object to anything that you‟ve said.

Participant: Because it‟s not important.

Ross: I know a student who used to get all sorts of jobs. He‟d go in and get jobs he wasn‟t qualified for.

He‟d say, “When you think about your ideal employee and you imagine all the things that you‟d like to find in this person, I‟m not sure just exactly how well you tune into that or how you know that you‟re tuning into that.

“If you have any questions about what I‟ve done here, please, I want you to ask because that‟s part of our establishing the kind of communication that lets people know they want to work together.” He had people take a whole stack of resumes and throw them in the trash and say, “You‟re hired.”

As you sit there today and think about what it is you want in your ideal teacher, I don‟t know just how deeply that can resonate with you in a way where you see an opportunity that you know you have to act on. But as that‟s happening, quickly, naturally and rapidly, I just want to let you know that I love spinning this shit off the top of my head.

Do you see the structure of how it works? I‟ve gotten this down so I understand the formula.

The formula is “As you think about what it is you want in your ideal X...” Of course, you‟re the ideal X.

“As we‟re talking today, I just want to let you know that as you think about what it is you want in the ideal X and all the things you value in finding that X,” pointing to yourself, “there are ways you can recognize that you‟ve found your ideal X.

“I don‟t know just exactly what those things are, but as we‟re talking today, if you have any questions at all about what it is that makes me that person, I just want to let you know, I have

no idea what those are. I think discovering those is part of the process of realizing you‟re making a good decision.”

You can actually get them to look at you through all the things they value. Is that fair? Absolutely.

Participant: I like the way you‟re structuring it right now. Could you give us maybe two or three examples of a complete structure with no content, just purely structure, which we can write down and take home with us?

Ross: Absolutely, I love that challenge. “As you sit there and you think about the morgle-borgle-orgle of the ideal orgle-smorgle-worgle that you would like to forgle-morgle-borgle, I‟m not sure just exactly what that is, but as you‟re discovering that, I just want to let you know that thinking about things in that way is part of the process of recognizing that you‟ve found the orgle-borgle-morble of your smorgle-worgle-porgle.

I‟m putting in nonsense content to fill in the blanks.

Participant: I couldn‟t write it down fast enough.

Ross: You‟ll get the CDs.

Ideal Candidate Pattern #3

It‟s, “As you think about or consider who you want for your ideal XXX, I don‟t know just how quickly those things can come to mind. But as that‟s happening, I just want to let you know that if you have any questions for me, please ask them.

That‟s part of the process of recognizing that you are getting what it is you‟ve been looking for.”

That‟s another one. “That‟s part of the process of recognizing that you are getting what you‟ve been looking for.” Write that down, word for word.

According to whom is that part of the process? Who says that‟s part of the process? But they‟ve bought into it because you‟ve been pacing everything else so far. It‟s also a truism because, frankly, that is part of the process.

Think about this. Part of what gives this the skill is that on some level, even though I‟m being vague, it‟s actually an accurate pace for how people decide things.

How do you decide that you want to work with someone? How do you decide that someone is worth hiring? On some level, you have to go inside and find the place in your mind where you think of what it is you want or value for that position and compare the person you‟re talking to against those values.

Part of the reason it‟s powerful is that it is indeed an accurate description. Be specific enough to identify so they identify with it, but not so specific that they reject it.

I said, “As you think about what it is you want in the ideal candidate…” I didn‟t say, “As you picture in your mind hiring a person who can run your IBM 361 computer…” I didn‟t say that. I‟m vague but specific enough where they get the general idea.

As you sit there listening to me, you find your own reasons. That‟s another one I like. “Find your own reasons.” I use this in Speed Seduction® for my answering machine intruder. It‟s a guaranteed way to get a girl who hasn‟t called you back to call you back.

I like to say, “You can find your own reasons.” What process do you have to engage in to find your own reasons? The most powerful persuasion matches the other person‟s internal experience on some level.

How do you find your own reasons to do something? You have to have a dialogue with yourself, don‟t you? You have to go a little bit deeper into consciousness than the state that you were in when you first heard that statement.

When you go inside and find what it is that truly motivates you, and you find how great it is to come from that level and look through that level whenever I‟m speaking to you, you can then recognize that growing receptiveness and utter receptivity to what it is I‟m saying.

It‟s almost as if your own internal voice begins to say my words, as if my words were your internal voice. If I were to say, “Wow! That Ross is amazing,” can‟t you just hear that on the inside now? Did anyone find a slight little alteration of consciousness occurring as they listened to that? You can play with people with language.

“It‟s not important” and “I don‟t know.” As you sit there listening to me, I don‟t know just exactly which of these fantastic learnings will excite you the most.

Here‟s a pacing statement, “As you sit there, I don‟t know,” and then it‟s followed by the words “just exactly which,” “I don‟t know which” or “I don‟t know just exactly which.” There‟s a presupposition. The presupposition is that there‟s going to be something, but I just don‟t know exactly which.

What it is you‟re attempting to design?

Participant: An email blast to people to market a degree.

Ross: “As you‟re reading this message and you begin to consider all the benefits and features you want in your ideal distance-learning program, I‟m not sure just exactly what they are. As they‟re coming up, follow along with me while I show you how fantastic this opportunity is.” You can pace somebody who is reading, too.

“It‟s not important.” “I don‟t know.” “It doesn‟t matter.” Milton Erickson used that a lot. “It doesn‟t matter whether you go into trance here and now, or whether you find a trance developing nicely in its own time.”

False Choices

“It doesn‟t matter” is a great way to set up false choices. Have you ever hear the phrase, “Heads I win, tails you lose?” When I say, “It doesn‟t matter,” I know I‟m going to set up either-ors that don‟t exist in the real world.

“As you sit there listening to me, it doesn‟t matter whether you find yourself totally fascinated by what I have to say, or you naturally and easily find yourself in a place where everything appears fascinating, or whether you just discover how good it feels to open your mind completely. What really matters is you discover for yourself which one of those feels most comfortable, natural and right for you.”

You can see how I set up all those false choices. “It doesn‟t matter whether you find X, Y or Z,” where X, Y and Z are all the choices you want them to make. Those choices are how you want them to

think or feel about your proposal. In a sense, you‟re giving them three choices of what filter you want them to look at you through.

They can look at you through the filter of utter fascination, wanting to believe or absolute gullibility. You set it up that it‟s going to be one or all of those. “It doesn‟t matter whether you find yourself totally fascinated about what I have to say, or whether you find yourself getting more excited about what I have to say, or more intrigued by what I have to say.”

Participant: Do you give those in patterns of three because three is a powerful anchoring number?

Ross: I think so. It‟s like Mike Tyson used to throw combinations. He‟d only have to throw one punch, so that‟s not a good example. It‟s building cognitive momentum and emotional inertia: one, two, three, boom, boom, boom.

One of my metaphors when I‟m spinning patter like that is boxing. I think to myself in combinations. It‟s kind of a hostile metaphor, but I like to think of it like that, like I‟m Ali at his prime. By the time they see it, they‟re already hitting the ground.

Participant: Also by having three, you‟re giving lots of choices.

Ross: If you give them just two, they‟ll think, “Wait a minute, that‟s an either-or.” If you give them three, it goes right in.

“It‟s not important.” “I don‟t know.” “It doesn‟t matter.” They‟re very similar ambiguities. According to whom doesn‟t it matter? According to whom is it not important? What is it that I don‟t know?

It doesn‟t matter. If it doesn‟t matter, I don‟t need to worry about it. I won‟t resist it. If I don‟t know, then I don‟t have to resist the message because I‟ll think, “He‟s not claiming to be Mr. Know-It-All.”

They relax. They are softeners. They soften the person up. They drop their hands so in the match, you can go boom, boom. Think of them as body shots, to use a hostile metaphor like boxing.

Do you ever watch some boxers? They go for the body before they go for the head. Why do they go for the body first? They drop their hands. If you hit someone in the body, their arms get sore. They drop their hands, and then you pop them in the head or in the face.

These are softeners. “I don‟t know just exactly how quickly you can find yourself wanting to drop your panties, Debbie, or whether you‟ll find yourself just naturally and easily wanting to get into your birthday suit, or whether it just feels better to run around free as a bird, bookie-butt naked. But what is important…” That‟s a crazy example.

Do you want more examples? Who has a business they want me to spin something on?

Participant: Selling ad copy.

Ross: Are you selling your services as a copywriter? I don‟t know what you mean by ad copy.

Participant: I‟m selling my services as a copywriter, as a freelancer approaching different direct marketers.

Ideal Candidate Pattern #4

Ross: “When you think about what it is you want in your ideal copywriter and you allow those thoughts to come to mind as we‟re talking today, I‟m not sure exactly which ones will really grab your attention.

“As you think about that, as we‟re talking together, I just want to let you know that the better questions you ask and the more thoroughly you ask me, the more you can recognize for yourself that, „Wow! This guy really matches that.‟”

Participant: I have a question about the example you just gave. When you mention asking questions at the end, you‟re doing that because you know they‟re going ask questions and that reinforces what you just said?

Ross: It‟s even cleverer than that because this is where it gets wicked-sick clever. This is the part I love teaching. This is wicked sick.

“As we‟re sitting here talking,” which is a behavior, “and you think about this,” that‟s thought, “I don‟t know whether you‟ll think this, or think this, or think this.” There‟s behavior and thought, thought, thought. “I just want to let you know it‟s perfectly okay to ask questions,” back to behavior, “because that‟s how you can recognize that you‟re making a good decision.”

They‟re going to come up with questions anyway. You‟re saying,

“The fact that you have questions will cause me to conclude you‟re excited about this and I match what you‟re looking for.” You‟re hijacking the behavior of asking questions.

In their mind, their unconscious says, “The reason I‟m asking questions isn‟t that I‟m screening him. The reason I‟m asking

questions is because I realize he matches all my criteria in the first place.”

You‟re changing the unconscious meaning that‟s assigned to the act of asking the questions. No matter what they ask and what answers you give them, it reinforces the idea that you‟re the ideal guy. You‟re hijacking that behavior.

We‟ll take a situation, and you know in this situation they‟re going to do a certain behavior. You go in beforehand and you pace as such that when they find themselves doing that behavior they say, “How did he know I was going to ask questions?” The unconscious says,

“He told me that asking questions is part of the process of recognizing that he‟s the person I want. That‟s right.”

They have two choices. Either they don‟t ask any questions and accept everything you say is true or they conclude unconsciously that any questions they do ask are only proof that they want to hire you. Do you see that twist you can stick into your mind?

Then you put a spatial anchor around yourself. You say,

“Picture the kind of person you really want for this job.” As you do this, you‟re drawing a picture around yourself.

That doesn‟t work with everyone. Maybe 30% of the people will respond to it. Other people just don‟t visualize that way. They‟re not that suggestionable. For the 30% who do, this is what you‟ll see.

I‟m exaggerating. Their pupils will dilate, you‟ll see them make the image, and they‟ll look at you through that.

Your employee is rubbing a little bit of this on. As you tune in to how good that feels, I find that a lot of people can picture

themselves really enjoying it. There‟s a lot we‟re going to show you how to do. What city do you work out of?

Participant: Kansas and St. Louis.

Ross: Are these chicks hot? They‟re hot Israeli girls, right?

Participant: Of course.

Ross: Maybe you need someone to come in and do an in-house training. I just said something in the Jewish language. You don‟t want to know. That‟s one of the first things I learned in Hebrew. We‟re speaking Hebrew. Never mind that. You don‟t even want to know!

I‟m sorry. What were we just discussing?

Participant: We just finished discussing how you set up the behavioral things.

Ross: Isn‟t that wicked? “As we‟re talking today, think about what you really want in the ideal person for this position. Picture that in your mind.

“I‟m not sure which of those thoughts will really grab hold. I just want to let you know that as that‟s happening, it‟s really important as part of this process that you feel free to ask any questions you want. That‟s part of the practice of recognizing you‟re really making the right decision.”

Since you‟re referring to yourself with gestures, you don‟t say it‟s about hiring you. If you said, “It‟s part of the process of recognizing you‟re making a good decision about hiring me,” they would say,

Since you‟re referring to yourself with gestures, you don‟t say it‟s about hiring you. If you said, “It‟s part of the process of recognizing you‟re making a good decision about hiring me,” they would say,