1. Reality Strategy

Explanation: Challenge how the belief is known or verified. Ask, “How do you know that’s true?”

• Sales:
  Belief: “No one wants to pay this much.”
  Reframe: “How exactly did you determine that? Have you tested different pricing on this market?”

• Management:
  Belief: “The team isn’t motivated.”
  Reframe: “What specific behaviors led you to that conclusion? Could it be a reaction to unclear goals?”

2. Model of the World

Explanation: Challenge the belief by suggesting it’s based on a limited worldview or assumption.

• Sales:
  Belief: “Selling is manipulative.”
  Reframe: “That’s one perspective. Others see selling as a way to create solutions for real problems.”

• Management:
  Belief: “Remote teams can’t be productive.”
  Reframe: “That might be true in some cases. But many high-performing companies operate fully remote.”

3. Meta Frame

Explanation: Reframe the meaning of the belief by exploring what believing it says about the person.

• Sales:
  Belief: “I don’t want to come across as pushy.”
  Reframe: “That shows how much you care about people. That value alone makes you ideal for sales done right.”

• Management:
  Belief: “I can’t micromanage people.”
  Reframe: “That probably means you deeply value autonomy and trust—which are keys to great leadership.”

4. Apply to Self

Explanation: Reflect the belief back onto itself—turn it inward or expose a contradiction.

• Sales:
  Belief: “I’m not persuasive.”
  Reframe: “That belief is persuading you not to try—seems like you’re already persuasive!”

• Management:
  Belief: “I can’t lead a big team.”
  Reframe: “Isn’t saying that an act of leadership in itself—taking responsibility for your impact?”

5. Another Outcome

Explanation: Suggest that the belief may not lead to the assumed result, but to a different one.

• Sales:
  Belief: “If I ask for the sale, they’ll walk away.”
  Reframe: “Or maybe they’ll be relieved that you made it easy to decide.”

• Management:
  Belief: “Giving feedback will upset them.”
  Reframe: “Or it could make them feel supported and help them grow.”

6. Counter-Example

Explanation: Provide a specific example that disproves the belief.

• Sales:
  Belief: “Webinars don’t convert.”
  Reframe: “Our last one brought in $12k in sales—remember Sarah’s close at the end?”

• Management:
  Belief: “No one ever wants to lead meetings.”
  Reframe: “Emma volunteered last week and led with confidence.”

7. Time Frame

Explanation: Shift the time frame of the belief—past, present, or future.

• Sales:
  Belief: “I’ve never closed high-ticket offers.”
  Reframe: “That was before. What if your next call changes everything?”

• Management:
  Belief: “I failed in my last leadership role.”
  Reframe: “That was one chapter. What’s possible now that you’ve grown from that experience?”

8.  Redefine

Explanation: Change the meaning of a word or concept in the belief.

• Sales:
  Belief: “I’m not good at closing.”
  Reframe: “What if ‘closing’ simply meant creating clarity and certainty for the client?”

• Management:
  Belief: “Delegation is losing control.”
  Reframe: “Delegation is multiplying leadership, not losing control.”

9. Chunk Down

Explanation: Zoom into the details to challenge generalizations.

• Sales:
  Belief: “They’re not interested.”
  Reframe: “What exactly did they say or do that made you think that?”

• Management:
  Belief: “The whole team is disengaged.”
  Reframe: “Who specifically? What’s the behavior that signals disengagement?”

10. Chunk Up

Explanation: Zoom out to higher-level values or intentions.

• Sales:
  Belief: “I hate scripts.”
  Reframe: “What’s the purpose of a script? Could it be to help you stay present and clear?”

• Management:
  Belief: “I shouldn’t have to repeat myself.”
  Reframe: “What’s more important: efficiency or alignment and clarity for the team?”

11.  Analogy/Metaphor

Explanation: Use a metaphor to shift the emotional and logical frame.

• Sales:
  Belief: “Selling feels awkward.”
  Reframe: “It’s like matchmaking—you’re connecting people with the solutions they need.”

• Management:
  Belief: “Leadership is stressful.”
  Reframe: “It’s like being a conductor—coordinating the talents of others to create harmony.”

12. Change Frame Size

Explanation: Expand or reduce the context of the belief.

• Sales:
  Belief: “This one launch flopped.”
  Reframe: “In the context of a 3-year business plan, how significant is that single result?”

• Management:
  Belief: “This week was chaotic.”
  Reframe: “Compared to when we scaled last year, how does this week actually rank?”

13. Hierarchy of Criteria

Explanation: Re-prioritize values to challenge the belief.

• Sales:
  Belief: “I shouldn’t charge high prices.”
  Reframe: “Is being affordable more important than delivering transformation?”

• Management:
  Belief: “I don’t want to hurt team morale.”
  Reframe: “Is temporary discomfort more important than long-term alignment and growth?”

14. Positive Intent

Explanation: Reveal the positive intention behind the belief and align it with a better method.

• Sales:
  Belief: “I hate chasing leads.”
  Reframe: “Sounds like you value dignity and respect. What if follow-ups were about service, not chasing?”

• Management:
  Belief: “I don’t want to enforce deadlines.”
  Reframe: “So you care about team harmony. Wouldn’t clear expectations help that?”

15. Consequence

Explanation: Show the unintended consequence of keeping the belief.

• Sales:
  Belief: “I’ll wait until I’m more confident to sell.”
  Reframe: “By waiting, how many people are left struggling without your solution?”

• Management:
  Belief: “I avoid conflict at all costs.”
  Reframe: “How’s that impacting trust and performance over time?”

16. Complex Equivalence

Explanation: Challenge false equivalences in beliefs.

• Sales:
  Belief: “If they ask for a discount, they’re not serious.”
  Reframe: “Asking for better pricing can also mean they’re very interested but cost-conscious.”

• Management:
  Belief: “Mistakes mean someone’s incompetent.”
  Reframe: “Or they mean someone is growing and testing new ideas.”

17. Presupposition

Explanation: Use language that assumes the desired reframe is already true.

• Sales:
  Belief: “This niche is saturated.”
  Reframe: “Which saturated markets do you want to dominate first?”

• Management:
  Belief: “We’re behind schedule.”
  Reframe: “What’s the best way to get back on track starting today?”

18. Alternative Belief

Explanation: Offer a new, more empowering belief.

• Sales:
  Belief: “I’m not a natural at this.”
  Reframe: “Selling is a learned skill—every expert started where you are.”

• Management:
  Belief: “I’m not cut out for leadership.”
  Reframe: “Leadership isn’t a title—it’s a commitment to growth, which you’re clearly making.”

1. Mind Reading

Explanation: Claim to know what the other person is thinking or feeling (even if it's ambiguous).

• Sales:
  “I know you’re already imagining how this could transform your business.”

• Management:
  “You’re probably wondering how this new approach will make your team more efficient.”

2. Lost Performative

Explanation: Make a value judgment without specifying who made it.

• Sales:
  “It’s important to make decisions that align with your future.”

• Management:
  “It’s better to take action now than wait until the pressure builds.”

3. Cause & Effect

Explanation: Suggest that one thing causes another, even without a logical connection.

• Sales:
  “Just by looking at this offer, you begin to feel more confident about your investment.”

• Management:
  “As you implement this process, you’ll notice your team becoming more empowered.”

4. Complex Equivalence

Explanation: Assert that one thing means another.

• Sales:
  “The fact that you’re asking questions tells me this is important to you.”

• Management:
  “Your hesitation just means you care deeply about making the right call.”

5. Presuppositions

Explanation: Embed assumptions inside a question or statement that presumes the answer.

• Sales:
  “Would you prefer to start with the basic package or go all in from the start?”

• Management:
  “When you roll this out to your team, how do you want to present it?”

6. Universal Quantifiers

Explanation: Use words like “always,” “never,” “everyone” to exaggerate generalizations.

• Sales:
  “Everyone who’s invested in this saw huge returns.”

• Management:
  “You always handle changes with so much clarity.”

7. Modal Operators

Explanation: Use words like must, can’t, should to imply rules or obligations.

• Sales:
  “You must see how valuable this is.”

• Management:
  “We can’t ignore how far we’ve come.”

8. Nominalizations

Explanation: Use abstract nouns that can’t be physically touched but sound solid (e.g., success, growth, improvement).

• Sales:
  “Your success is just a conversation away.”

• Management:
  “This improvement reflects your leadership.”

9. Tag Questions

Explanation: Add a question to the end of a sentence to invite agreement.

• Sales:
  “This makes sense, doesn’t it?”

• Management:
  “That’s something you’d want for your team, isn’t it?”

10. Lack of Referential Index

Explanation: Make a statement where it’s unclear who it applies to—this makes it harder to object.

• Sales:
  “People are realizing this is the smarter way to grow.”

• Management:
  “They say strong leaders make decisions before they feel 100% ready.”

11. Comparative Deletions

Explanation: Use comparisons without specifying what is being compared.

• Sales:
  “This solution is better.” (Better than what?)

• Management:
  “It’s easier when you have the right structure.”

12. Pacing & Leading

Explanation: Start with true statements to build rapport (pacing), then lead to a suggestion.

• Sales:
  “You’re here. You’re exploring options. That means you’re ready for a breakthrough.”

• Management:
  “You’ve faced challenges. You’ve adapted. Now it’s time to lead the change.”

13. Double Binds

Explanation: Offer two choices that both lead to the desired outcome.

• Sales:
  “Would you prefer to pay in full or split it over 3 payments?”

• Management:
  “Do you want to implement this with your core team first or with the full department?”

14. Embedded Commands

Explanation: Hide a command within a longer sentence so it bypasses conscious resistance.

• Sales:
  “When you imagine using this every day, you can start to feel how valuable it is.” (Embedded command: “feel how valuable it is”)

• Management:
  “As you discuss this with your team, you’ll begin to see new possibilities.” (“begin to see new possibilities”)

15. Analog Marking

Explanation: Use tone, gesture, or emphasis to mark out embedded commands.

• Sales:
  “Some people just decide now’s the time to move forward.” (Voice drops on ‘now’s the time’)

• Management:
  “Leaders like you take action quickly.” (Slight pause and nod when saying it)

16. Utilization

Explanation: Use whatever is happening (even objections) as part of the trance or persuasion.

• Sales:
  “Even your hesitation is useful—it means you’re really considering what matters.”

• Management:
  “If you’re feeling uncertain, that’s good. It shows this is something worth doing right.”

17. Conversational Postulates

Explanation: Ask a question that sounds like it requires a yes/no answer, but actually prompts action.

• Sales:
  “Can you grab your card so we can get this set up?”

• Management:
  “Could you take a moment to explain your vision to the team?”

18. Extended Quotes

Explanation: Use stories or quotes to deliver messages indirectly and reduce resistance.

• Sales:
  “A client once told me, ‘When I finally said yes, everything started changing.’”

• Management:
  “One of my mentors said, ‘If you’re uncomfortable, you’re on the edge of growth.’”

19. Negative Commands

Explanation: Tell someone not to do something to plant the suggestion (the unconscious ignores the negation).

• Sales:
  “Don’t imagine how this will make your day easier…”

• Management:
  “Don’t start planning how you’ll present this just yet…”

20. Pattern Interrupt

Explanation: Disrupt a person’s habitual thought, language, or behavior pattern to create a moment of openness and suggestibility. This breaks the "autopilot" mode and makes space for influence, reframing, or redirection.

• Sales:
  Client Belief/Pattern: “I’m just not ready to decide.”
  Interrupt:
  Do you always wait until the perfect time… or do you sometimes just trust your gut and go for what matters most?”

• Management:
  Team Behavior/Pattern: In meetings, the team defaults to “We’ve always done it this way.”
  Interrupt:
  Manager suddenly writes “THE WAY WE’VE ALWAYS DONE IT” on the whiteboard, crosses it out dramatically, and says:
  “Just for 60 seconds—if everything was wiped clean—how would we solve this problem now?”