Visualising Change: John Grinder’s New Behaviour Generator and Its Power in Local Government Coaching
- truthaboutlocalgov
- 6 days ago
- 5 min read
In the dynamic world of local government, officers are often tasked with navigating complex challenges, managing diverse teams, and delivering public services under increasing scrutiny. To thrive in such an environment, leaders must not only be effective managers but also skilled coaches—capable of inspiring growth, adaptability, and resilience in others.
One powerful yet underutilised tool in the coaching toolkit is John Grinder’s New Behaviour Generator, a technique rooted in Neuro-Linguistic Programming (NLP). This blog explores the theory behind the New Behaviour Generator, its practical steps, and how it can be applied by local government officers seeking to enhance their coaching practice and leadership impact.
What is the New Behaviour Generator?
Developed in the late 1970s by John Grinder, co-founder of NLP, the New Behaviour Generator is a mental rehearsal strategy designed to help individuals adopt new behaviours by visualising and embodying them before taking real-world action.
At its core, the technique is based on the idea that mental imagery and sensory engagement can rewire behavioural patterns. By vividly imagining oneself performing a desired behaviour successfully, the brain begins to create new neural pathways—essentially rehearsing success before it happens.
“People already have the mental resources they need to achieve new behaviours. Success is a function of accessing and organising what is already there.”
Theoretical Foundations
The New Behaviour Generator is grounded in several key NLP principles:
Modelling Excellence: People can learn new behaviours by observing and mentally modelling others who already exhibit those behaviours.
Sensory Acuity: Engaging multiple senses (visual, auditory, kinesthetic) enhances the effectiveness of mental rehearsal.
Anchoring: Emotional states can be linked to specific stimuli or memories, allowing individuals to access confidence, calm, or motivation when needed.
T.O.T.E. Model: The process follows a feedback loop—Test, Operate, Test, Exit—where individuals test their imagined behaviour, adjust it, and repeat until it feels right.
This approach is particularly useful for behaviours that require confidence, empathy, or adaptability—traits essential for effective leadership and coaching.
Steps of the New Behaviour Generator
The process typically unfolds in the following stages:
1. Identify the Desired Behaviour
Begin by clearly defining the behaviour you want to adopt. This could be anything from handling conflict calmly to delivering more inspiring team briefings.
Example: A local government officer wants to improve how they give constructive feedback to staff.
2. Visualise the Ideal Outcome
Imagine yourself performing the behaviour successfully. Picture it in detail—your posture, tone of voice, facial expressions, and the reactions of others.
“Ask yourself: If I could already achieve my new goal, what would I look like?”
Use visual cues (looking up and to the right) to stimulate imagination. You might also recall a time when you succeeded in a similar situation or model someone you admire.
3. Step Into the Image
Now, mentally “step into” the image. Feel what it’s like to be in that moment—confident, composed, effective. Engage your kinesthetic sense (looking down and to the right) to connect emotionally with the experience.
4. Adjust and Refine
If the imagined behaviour doesn’t feel quite right, adjust it. Change your tone, body language, or approach until it aligns with your goal. This is the “Operate” phase of the T.O.T.E. loop.
5. Anchor the State
Once the behaviour feels authentic and empowering, anchor the emotional state. This could be a physical gesture (e.g., touching your thumb and forefinger) or a word that triggers the feeling of success.
6. Rehearse and Repeat
Repeat the visualisation several times, reinforcing the neural pathways. Each rehearsal strengthens your readiness to perform the behaviour in real life.
Why It Works: The Neuroscience Behind It
Modern neuroscience supports the efficacy of mental rehearsal. Studies show that visualising an action activates the same brain regions as physically performing it. This means that mental practice can enhance performance, build confidence, and reduce anxiety.
For local government officers, this is a game-changer. Whether preparing for a difficult conversation, a public presentation, or a team-building session, the New Behaviour Generator offers a low-risk, high-impact way to prepare.
Application in Local Government Coaching
Let’s explore how this technique can be applied by officers who manage people and want to develop as coaches.
1. Enhancing Emotional Intelligence
Coaching requires empathy, active listening, and emotional regulation. Officers can use the New Behaviour Generator to rehearse staying calm during tense meetings or responding with empathy to a distressed colleague.
Scenario: A housing officer anticipates a difficult conversation with a tenant. By visualising the interaction, rehearsing a calm tone, and anchoring a state of compassion, they enter the real conversation more prepared and grounded.
2. Developing Coaching Conversations
Many officers are transitioning from directive management styles to more coaching-oriented approaches. This shift requires new behaviours—asking open questions, listening without interrupting, and encouraging reflection.
Application: Before a one-to-one, an officer visualises themselves using coaching techniques. They imagine asking powerful questions, holding silence, and observing the coachee’s body language. This rehearsal boosts confidence and effectiveness.
3. Modelling Best Practice
Officers can model behaviours from mentors, colleagues, or public figures they admire. By mentally rehearsing these behaviours, they begin to internalise them.
Example: A team leader admires a colleague’s ability to inspire staff during briefings. They visualise themselves adopting similar gestures, tone, and energy—eventually making it their own.
4. Supporting Staff Development
Coaching isn’t just about self-improvement—it’s about helping others grow. Officers can teach the New Behaviour Generator to their teams, empowering staff to overcome fears, build new habits, and take ownership of their development.
“The New Behaviour Generator is a ‘how to’ process that supports the belief that people can act ‘as if’ they already possess the skills they seek.”
A Practical Example: Coaching in Action
Case Study: David, a Local Government Manager
David leads a team in the environmental services department. He’s committed to becoming a more supportive coach but struggles with giving feedback without sounding critical.
Using the New Behaviour Generator, David:
Identifies his goal: to give feedback that is honest yet encouraging.
Visualises himself in a feedback session—calm, clear, and constructive.
Steps into the image, feeling confident and empathetic.
Refines his approach, adjusting his tone and body language.
Anchors the feeling of success with a subtle hand gesture.
Practises the scenario several times before the real meeting.
The result? A more confident David, a more receptive team member, and a more productive conversation.
Final Thoughts
John Grinder’s New Behaviour Generator is a deceptively simple yet profoundly powerful tool. For local government officers navigating the pressures of leadership and the responsibilities of coaching, it offers a practical way to build new habits, enhance emotional intelligence, and lead with greater authenticity.
By rehearsing success in the mind, officers can bring it to life in their teams, departments, and communities. In a sector where change is constant and expectations are high, the ability to visualise and embody new behaviours is not just helpful—it’s essential.
“The more complete you make your mental maps, the more likely you are to achieve the new behaviour you want.”
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