This document discusses neurological levels and how to create sustainable behavior change. It presents a model showing that behavior is just the visible part of an iceberg, with deeper levels being purpose, identity, beliefs, values, capabilities, and environment. These deeper levels must be addressed to create lasting change. The document advises establishing desire, providing training to build skills, and aligning actions to impact the neurological levels and drive new behaviors. Understanding this model allows one to motivate teams through creating gaps and realize small personal shifts can create large behavior changes.

1. Neurological Levels
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2. Intent of session
• This session will enable you to:
– Identify what really drives inspirational change in behaviour
– Understand why gaining sometimes training + knowledge just does not
work
– Realise what drives your behaviours and habits for success and to
identify this with your team

3. Why learn this?
• With an understanding of the Neurological Levels you
will understand the power of creating a gap for
motivating teams
• Understand how a small personal change can create
large changes in behaviour
• Realise that a behaviour is just the visible outcome of the
other neurological levels
– I am not my behaviours. My behaviours are an expression of who i think
i am.

4. What you see is not who you are
Imagine this iceberg represents a human
All we can see is the small bit above the water.
We call this “behaviour”.
If you try and change a behaviour it’s like trying
to move this iceberg by pushing the top of it.
What sits below the water?
How do you move the submerged bits?

5. Behaviours
Skills and
abilities
Neurological levels
ResultsBeliefsValues
Creating behaviour change that is sustainable
This model should be considered whenever providing individuals
with a new skill, where a sustainable change is desired
Purpose &
Identity
Establish Desire Provide coaching/training Complete actionsAlign

6. Neurological level questions
Level Questions corresponding to logical levels
Spirituality/Purpose Who else? For whom? This can be viewed as your connection to a larger
system. If you are an individual or company, what impact are you having within
your community, where you live and work, your culture and the culture of
others, … ?
Identity/Mission Who? Who are you as an individual or company? What role do you play to
achieve your purpose? How do you think of yourself as a person/organisation –
i.e. I am a successful person.
Beliefs and Values Why? Why do you do something? What do you believe in or value? As an
individual, you may believe you can do anything you choose. Or you may value
honesty. From a company perspective, the company may value good customer
service and/or the well-being of staff.
Capabilities/Strategies How? How do you go about doing things? As an individual or company, what
are your capabilities, skills, strategies or action plans?
Behaviours What? What are your behaviours?
Environment Where? When? With Whom? Where, when and with whom do you display
your behaviours? What are the external influences on you?

7. What are the results
• If you ignore this model you are likely to put large amounts of energy
into attempting to measure, control, and change behaviours......and
you will only be successful whilst you continue to apply force.
• If you use this model you will elevate your 1-2-1’s to talk about the
beliefs, values, and identity that sit behind a behaviour.
• A small shift in the higher neurological levels = a huge shift in
behaviour