July 18, 2025 • 41 mins
In this episode, Elena Apalkova welcomes Christoffel Sneijders to delve into the intricacies of goal achievement and decision-making. Christoffel introduces the three brain theory, explaining why people often struggle to follow through on goals. They explore the gap between knowing and doing, using Arnold Schwarzenegger's success as a case study. The discussion covers overcoming limiting beliefs, energy allocation, and the impact of primal beliefs, intuition, and subconscious influences on our decisions. Christoffel shares insights into identifying personal blocks and understanding the role of the three brains in effective decision making. The episode wraps up with a discussion of Christoffel's book and his future plans.
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Episode Transcript
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(00:03):
Hello.
Hello.
Welcome to mindset two results.
Today, our guest is Christofel Schneider.
He is a renowned expert in human potential andtransformation.
He worked as a trainer, as a coach with 13,000people from 33 countries and has more than
(00:27):
thirty years of experience combining humanscience, potential neuroscience.
And, he is also an author of three brainintelligence theory.
So we are going to speak today about veryinteresting topic.
(00:48):
What gets us stuck?
How to get unstuck by knowing ourselves better?
Hi, Christofel.
Hey, Elena.
Good.
For for me, it's good morning.
Good morning.
Good to see you again.
Yeah.
Good to see you too.
You're most welcome.
Tell us a little bit about yourself.
(01:08):
You have such a huge experience, thirtiesthirty years in this industry.
And, you worked with executives, with leadersfrom different industries, and, you have such
such, so much to share.
So I'm really excited about this episode and,looking forward to discover more and share with
(01:31):
our audience.
Tell us a little bit about you.
What may be the biggest biggest discoveries foryou within these thirty years about human
nature and human potential?
Thank you, Elena.
Yeah.
I will I will keep it short because you'reright.
Thirty years of coaching people worldwidebecause I lived in Australia.
(01:53):
I lived in Spain, and I'm originally Dutch.
I worked all over the world.
I've said there were 33 countries I've seenpeople and coach people from.
So for me, what was the biggest discovery andalmost also the biggest frustration I always
had is that although people know what theyshould do, that somewhere they don't do it.
(02:17):
And the most simple example is on the January1, a lot of people in the Northern Hemisphere
makes good intentions, eat less, sport more,take more private time, those kind of things.
And within two weeks, poof, all those goodintentions disappear.
And the same when you have things if you tookat the business world, you coach somebody, they
(02:40):
say, okay.
I have to do a b c, and it makes all sense tothem.
And they you write it down, and they put it intheir calendar.
I'm going to a b c.
I'm going to talk with that about it.
You see him two weeks later because you ask,there something that would hold you back?
It's all clear, Chris.
I'm going to do it.
Two weeks later, you speak to them.
How did it go?
Yeah.
(03:00):
No.
It didn't happen.
And you hear all the didn't happen.
And I know in my beginning time, we expected itbecause it was procrastination, fear, and all
kind of things that happened, and what what doyou need to step over the fear.
And it always was frustrating because I couldnot get people really to change or help them to
(03:23):
change or coach them to change.
So in my journeys, I learned an NLP, clinicalhypnotherapy, I'm also clinical hypnotherapist,
psychotherapist, constellations, Reiki.
You name it.
I've almost done it.
Why?
To learn what is holding us back.
And I became aware, and that's when you talkabout the biggest invention, and it's also
(03:44):
about the where we talk about, is that we havethree brains.
So biologically, evolutionary, we have, ofcourse, one we have in our head.
We all know that.
But we also have really a brain in our heart,and we really have a brain in our gut, in our
whole viscera.
And people say, oh, is that so special?
We all say to people, follow your gut feeling.
(04:06):
Oh, why don't you follow your heart?
Think about it logically, but we don't knowwhat it actually means criteria wise.
What what what kind of criteria are you goingto make a decision on when you say to somebody
follow your gut?
Probably it's different than follow your logic.
But what is it?
Most people most people say, I don't know.
(04:27):
Probably it's your instinct.
And if you say follow your heart, I promiseyour emotions.
Which instinct, which emotions?
Now if you really can come to the breakthrough,they have actually three different distinct
strategies and objectives based on evolution,based on the neurotransmitters and hormones
they actually can release physically.
(04:48):
So you can right away see, hey.
They are in charge of these kind of hormones orneurotransmitters.
They release them to change this in ourbehavior.
Now if they look at that and you know thatthose three brains have a memory and they can
make independent decisions, then that momentactually becomes clear, why people actually
sometimes get stuck or don't do these things.
(05:10):
Because we all talk about limiting beliefs.
We know that limiting beliefs or maybe highlyimpactfully fence traumas that can stop us.
But where are they stored?
Now the the the the breakthrough claim thatalthough we know them in our heads, happened to
us, and we know we I'm not good enough.
I have to succeed.
I have to work harder.
(05:31):
I cannot cry.
I should always win.
We know all those beliefs.
But, actually, they are stored in your heart orin your gut based on actually if they're more
relational oriented or more survival oriented.
And what does that mean?
That means if one of those beliefs or limitingbeliefs, protecting beliefs, or highly impacted
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vent traumas, somewhere connected with a topicyou like to achieve, it just stops it.
And people don't do it, and they procrastinate,escape, and then they talk about the
fearfulness or didn't feel like it or do itnext time.
So when you start them working with people on,actually, their three wisdom centers, brain
(06:17):
centers, where they start coaching them on thebeliefs or highly impact defense traumas they
held in their heart or in their gut, then yousee actually long lasting change.
And you see the people from not succeeding,boom, get into succeeding.
And it sounds so easy.
Okay.
Just change it in your heart.
(06:37):
No.
That doesn't help so easy.
Just to say one example why people say, oh,Chris, but it sounds so simple.
We can do that.
Elena, maybe not you because you look reallygreat, but people around you, just imagine.
You make an logical shopping list to go to thegrocery store.
(06:58):
Logical, what is healthy.
So besides the carrots and the vegetables andthe fruits and some other kind of stuff, you
make you make a list what you're going to buyin a grocery store.
And you ask, is that doable?
Yes.
It's doable.
Are you going to do it?
Yes.
You you're going to do it.
Are you only going to buy this?
Yes.
I'm only going to buy this.
Okay.
Then the same person, you don't let them havebreakfast.
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You don't have them had lunch.
And just before dinner, when they're reallyhungry, really, really, really hungry, you send
them to the grocery store.
What do you think that will happen?
Will they follow the shopping list they made?
And then she already start laughing, or willthey come home with something else, Elena?
Yeah.
I think they will just grab everything theysee.
(07:42):
Absolute.
That's why I see you laughing.
Yeah?
Yeah.
And this is actually when the logic is oftentaken by your gut brain.
Your gut brain is hungry.
You're hungry.
Your gut brain says, okay.
There's a survival need and just says, Ioverwrite all the logic, all the things you
said I will do.
I just override it and do something else.
(08:05):
And if we cannot even do a simple shoppinggrocery and keep ourselves there, then it's not
it's not a lack of discipline.
It's not a lack of willpower.
It's not a lack of, oh, I'm not smart enoughbecause you you had to list.
It's actually your other brains take over.
(08:27):
And evolution wise, your gut brain is actuallythe strongest because it's about survival.
So to override that this logic is extremelydifficult, really extremely difficult, as we
just had in a simple example.
The same is your heart.
I don't know how to shoot, Anna, but I know mymom sometimes said when I introduced her to a
girlfriend of mine, oh, that is not a wise one.
(08:51):
And then I explained to her, my mom, I knowbetter.
May you know those teenage stupidness?
And then, actually, after one to three months,my mom was totally right.
And I had a broken heart, felt felt bad, andthose kind of stuff because my heart was
actually overwriting my logic, but my mom wasseeing.
And I probably also saw, because I knew it, butthen I said to mom, yep.
(09:16):
She will not do that to me.
Maybe she did to other persons, but she lovesme, so she doesn't do it to me.
Mhmm.
Mhmm.
I don't know how it's with you, but I was anaive one and got your heart broken.
We all know those examples, and that isactually when you came back to your first
question, it's a breakthrough.
That's a massive breakthrough because themoment you know that, when you talk about
(09:38):
entrepreneurs, business people, people like toachieve something, the moment they come over
here, hey.
I have three brains.
And where which of my three brains is actuallystopping me to get there?
Then you can really do a beautiful interventionand coach them on that part.
And then you see actually, poof, they getthere.
They succeed.
(09:58):
And they have someone like, wow, Chris.
That was really simple, actually.
I didn't know it was so simple.
Yeah.
But they're just getting the right things out.
That that's a really long answer on yourquestion, Elena.
Yes.
Yes.
It's so true.
People already know so much, and the problem isnot that they need more information.
(10:22):
The problem is that, as you said, there is ahuge gap between what we know and what we do.
As people go for trainings, they sit, makedecisions, but it doesn't mean that they will
do what they decide to do.
And this is a a big problem.
Yes.
Because we we do not what we know, but we dohow we are conditioned and what takes like,
(10:49):
what is in control.
And interesting that people know what they haveto do to achieve their goal, and they feel the
biggest, the biggest break, like, thatsomething that holds them back from taking the
(11:09):
steps that bring them, like, say, 80% ofresults, and they feel like something holding
them back from doing exactly those steps whichthey have to do.
And instead of that, they just do other thingsthat they just feel comfortable knowing that
maybe that will not bring results, but theyjust feel good doing that.
(11:30):
And for success, we know that we have to stopdoing that what you just feel good and start
doing what you don't want to do because that iswhat will get you further.
Yeah.
It's beautiful what you said.
The last especially the last thing is sobeautiful.
We do what what feels good on that moment.
There's one thing that most people don't know.
(11:52):
Your heart and your gut don't know time.
And they're just like a dog or cat.
They always live in the present.
That's extremely good, But it also means whenwe have to do something that is good for the
business, good for us, and it is time oriented,so now we have to do some things.
And probably next week, next month, next year,I see the results.
(12:12):
Your heart or gut says, I don't know next year,but I know now that looking at social media is
fun.
I know now, actually, watching YouTube is fun.
I know now, actually, I don't know, going outfor a coffee is fun.
So they make a decision in instantgratification because they don't know the long
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term results.
And that stops also massive people because ifyour heart or gut take over, they choose for
now.
What can we do now to make us feel good now?
You see that in a lot of sitcoms and whenpeople feel bad, what do they do when they feel
bad?
They say your heart is feeling sore,heartbroken, sad, whatever things.
What does then our body do?
(12:57):
Your gut says, oh, the heart feels bad.
The whole body feels sad.
Okay.
Let me think.
What can I do to make us happy?
What are what is what is in my qualities?
I'm responsible for nutrition, so food anddrinks.
I'm responsible for reproduction, and I'mresponsible fight and flight.
(13:18):
Okay.
What is the first one?
Food and drinks.
Okay.
What can I do actually in food and drinks thatmakes us happy again?
Hey.
Let's do ice cream therapy.
Let's do white wine therapy.
Let's do chocolate therapy.
Let's do cheese therapy.
What it means, actually, it provides us foodbecause foods right away gives us some
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satisfied feeling, and it makes us feel goodfor the moment.
So the gut brain takes over to soothe theheart, actually, to to put some stuff in, and
the gut brain doesn't think, okay.
But next week or tomorrow, I'm on the scale.
And that scale will say, actually, one kilomore based on the chocolate, the cheese, and
the wine I just had.
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And if I do this for a couple of days, and,actually, in one week, it will show even worse
because the gut doesn't think about tomorrow orthe day after.
It thinks about what does it need now.
And it stops people so massively in achievingsomething.
And when you talk about discipline, discipline,a lot of times, is a logical thing.
Just push through.
(14:21):
Now the number of people who can really startpushing through is only the gold medal winners
and maybe fire fat fire this airplane warriorthings.
They are chosen to actually be extremely stronglogical.
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But for most of us, and it's more than 90% ofworld, we are not having that genetic
predisposition.
So that means we're just normal humans, and agut brain just takes over.
So we fall down the bandwagon.
I still remember in video or or in indocumentary about Arnold Schwarzenegger.
You know?
Arnold Schwarzenegger, I'll be back.
(15:03):
When he was in his bodybuilding time, theyasked him once, how many sets of bank press do
you do or how many repetitions?
He said, I don't know.
I start counting when it starts being painful.
Now most people stop when it's it's gettingpainful.
To be honest, I don't know if it's you, but Istop when it's painful.
(15:23):
Oh, how?
Okay.
One more.
How?
Okay.
It's good.
He started counting.
So he was able logically to overrun actuallythe pain because pain is a signal stop, and
most people stop.
He was able to go through.
Hence, he was world champion bodybuilding formany, many, many, many, many years.
(15:45):
And after he make a career as an as an in themovies and make a career actually as
politician, be governor of California.
He made three different careers based on hisextremely strong overriding system.
Now there's one and eight billion people.
So we are more normal.
We stop when our gut brain says pain.
That makes sense.
(16:05):
And that's what you said.
To make that succeed in your business as anentrepreneur or leader, sometimes you have to,
what they say, bite the bullet.
And that is actually going against yourinternal system on the moment knowing that it
actually is good for you, but be able tooverrun that system.
And, therefore, you have to coach next to thegut brain.
It's allowed now to do a little bit more.
(16:29):
But what is stopping your gut brain besides thenatural evolutionary stop for pain or
discomfort, because it stops from discomfort,is a lot of times limiting beliefs or
experiences that actually make that stopstronger.
If you never learned just by the bullet in yourupbringing or those kind of stuff, but you
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learn somewhere to stop earlier, you stopearlier.
I still know that from my own experience.
And when I was young, I was doing the Olympictriathlon.
You know?
One kilometer swimming, 40 biking, ten tenrunning.
I was not the best at I was insane the best 5%.
Never the first the first best percent.
So when there were 100 people running, I camesomewhere at 10 or twenties.
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Anyhow, I always know in in Amsterdam where Iwas living, my dad was my biggest supporter and
coach.
So when we start in the run, we had to runtwice around, say, the the the rowing track in
Amsterdam.
That's two two kilometers to twice fivekilometers.
And the last two kilometers, he always said, doyou see that person there?
And he pointed something like 200 meters ahead.
(17:37):
And that that person, you're going to getbefore you are one kilometer further.
So he had one or two kilometers to get toactually be 200 meters quicker than a person
there.
So he learned he taught me actually bite abullet in sports.
So I learned actually sometimes to acceptdiscomfort to get somewhere.
You see that in sports happening.
(18:00):
And it is extremely useful also in careers andother kind of things is you can translate that
quality into other kind of things.
But a lot of people never learned it and stopwhen it becomes discomfort.
That makes sense.
Yeah.
Definitely.
Definitely.
This is the common denominator of success thatis about doing what other people don't want to
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do.
Yes.
So successful people always do what other don'twant to do in order to get it some other people
will not.
Yes.
And this is always with related to overcome thediscomfort because discomfort is a natural
reaction for something new.
(18:45):
Yes?
And we have to get out of our routine, commonroutine, in order to get something new.
Otherwise, we just will get stuck, and we willhave the same repetition, the same results.
This is true.
Again, if you think about three brainsevolution, if you get out of your comfort zone,
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besides the physical part of the justice thatyou just spoke about in running, and besides
the physical part of of that and working longerhours or doing just a little bit more is also
the evolutionary biology.
We have so much energy in our body.
Say you have 100% energy.
Then up to 40% of that energy is taken by yourthree brains just by thinking and processing.
(19:31):
So up to 40% of our 100% of energy we havedaily is taken by three brains.
So we have 60% left to do all your other stuff.
And the moment we step out of the comfort zone,it means learning.
It means we have to do something else.
Learning means actually that your three brainshave to create new connections, new pathways.
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It's almost like walking on the street wherethere's no where there where there's no, say,
any disturbance and walking through the forestor walking through a field with high grass.
It takes a lot of effort.
And only if you go 20 times to that high grass,then you create a path, and so it becomes
easier.
So it takes a lot of energy to go through thatpath of high grass, to learn something new.
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So that 40%, it may become 60% by learningsomething new.
So what our evolutionary body says, I only willallow the whole system to give it more energy
if I know it is really beneficial.
Otherwise, I just waste energy, and you neverknow if that's useful for my survival means.
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Because you have less energy, then maybe I cando something.
So your body or your three brain stops you ifthat extra energy for getting out of your
comfort zone, as you said, Elena, or learningis not really seen as beneficial.
Now and then the limiting beliefs and highlythe the traumas we had in life step in.
Because your limiting beliefs or your traumasfrom the past, and the trauma doesn't mean you
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have been beaten up, but just you did notsucceed.
Somebody laughed at you.
You had to do it five times and people said,oh, wow.
You're stupid.
It can be small kind of traumas that reallywere painful in that moment.
Those then step in and say, no.
No.
No.
Elena, you know, twenty years ago, you did itand didn't succeed.
Don't do it again.
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You know, Elena, you're not good enough.
It will not succeed.
And those limiting beliefs or early experiencesactually stop you from getting out of your
comfort zone or to learn.
And people don't do it anymore.
And, logically, it doesn't make sense, becauselogic could say, yeah.
But if I do this, I will have success.
(21:43):
And then yeah.
But it takes a lot of time.
It takes a lot of effort.
Oh, no.
I will not do it.
Because somewhere in our our belief systemshere, it says, okay.
I'm not going to spend that energy in itbecause I don't see the results based on
previous experiences.
And that stops, and again, people to to change.
So it is actually from that part, and it wasgoing back to my breakthrough, we are extremely
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simple creatures with humans.
We make it difficult because we have abeautiful head, and we analyze so much so we
think we know.
But, actually, the most of the things thatstops us are actually really primal beliefs or
experiences from the past, and they are storedin your heart and gut.
And they don't they don't change.
(22:29):
They're saying, hey.
Change and then I can just change your heartand start trusting again.
Now we can say that, and you say, yeah.
I I can.
Watch your pee.
Your heart says, uh-uh.
Will not happen.
I don't know.
You see it sometimes when people say to you,oh, Elena, just trust me.
You don't know the person so much.
Logically, you could say, I could trust you andsee you're laughing right away from me.
(22:51):
Yeah.
Yeah.
Yeah.
It will not happen.
But then your whole system says, I'm not goingjust to trust his or her words.
Let me first let it see happening before ithappens.
So, logically, we could say yes, but your bodyor your two your other two brains will say no,
and then it doesn't happen.
Yes.
Because we communicate non not only verbally,but our subconscious communicates faster.
(23:17):
Yes.
And our even more than that, that sometimespeople say so good, and, it looks like
everything is right.
But inside, you can feel that, no.
Something is wrong.
I I just feel that disconnection.
Yes?
So our that intuition always speaks to us, yes,more than words.
(23:41):
What you just said, I just like to comment onthat.
You said subconscious and intuition.
That was always it.
The subconscious that was always annoying mebecause where is your subconscious located,
Elena?
Now where is your subconscious?
Ask if people and people don't know.
They point somewhere in their body, butactually, they don't know.
Your subconscious is actually your heart andyour gut if you make it simple.
(24:03):
Those are the silent voices you've you've yousomewhere come in.
That's your subconscious.
Your intuition is a little bit more difficultbecause intuition can be internal the
intuition, external intuition.
Internal intuition is based on all yourexperiences, you are experienced till your
(24:27):
heart knows, your gut knows, and your headknows.
So then from information, you somewhere see butnot process quickly enough as your head.
Actually, your heart, your gut say it's good orwrong.
And it is that what we see in people, andthere's so much research about it, in
interviews for a job that people know in twentyseconds if I'm going to hire or not hire.
(24:48):
Actually, an interview could take one minute.
Only it's really rude to do one minuteinterviews, so we make it longer.
But in twenty seconds, people know.
And how do they know?
Their intuition.
Based on all their experiences, the heart andgut says yes or no.
That's internal intuition.
External intuition comes from something morebeautiful, and that is you can call it quantum
(25:13):
physics.
That is let's do the let's ask.
Elena, did it ever happen to you that youentered, say, a room where people were in the
room for a party or a congress or maybe in oneof your sessions you do in the masterminds that
you entered and has been like, hey.
Something happened in this room.
(25:33):
A strange atmosphere is here.
Did they had a discussion?
Did they had a laugh?
Did they had something else?
Did it ever happen to you?
Like, you just sensed something was happeningin this room without that you knew what, but
within two seconds you knew it.
Mhmm.
That is external intuition.
And, we can sense.
(25:53):
And it means our heart admits energy that canbe measured nine meter nine meters outside your
body.
So we can actually sense the heart coherence ofother people.
And if their people are stressed, their heartcoherence is.
If they're at ease or having fun, it's more atease.
So your heart and sensory systems can actuallycome aware, hey.
(26:16):
How is the hearts of other people actuallyoriginating?
And you can feel that.
Research has shown that ladies who live in amonastery, nuns, synchronize even their
periods, not because they didn't make adiscussion.
Hey, Elena.
When is yours?
When is mine?
Now mine is the twenties.
When is yours?
That's not logical, but our body synchronizes.
(26:37):
Our bodies talk with each other.
So that's external intuition, and your heartand also your gut can send can sense that.
And if you ask, how do they sense that?
They don't have ears.
They don't have a nose.
They don't have a mouth.
That's actually energy and light.
Research already shown thirty, forty years agothat every cell in our body communicates with
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light, and it is internal and external.
So we can actually access energy from otherpeople.
And if you then come on back now, then let'smake it normal again to entrepreneurs and
business people who listen to this thing fromenergy systems.
Oh, hallelujah.
What is happening here?
That is extremely important because the reallysuccessful people sense the room, and they
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sense how they deal with other people.
It's not always knowledge.
The real masters can sense it.
They can connect in a different level of orderpeople.
It's almost a sixth sense.
So that means, one, they're totally alignedwith themselves, so they're able to receive the
information.
And secondly, they can then, based on their theinformation they receive from the other
(27:46):
persons, make better decisions, bettercommunication, and better kind of things.
It's not purple, hocus pocus, abaca dabga.
It's just what happens daily for every person.
And if people think, make it more logical,Chris, then one little experiment.
(28:08):
Elena, do you have a you don't have to say whatdo you have a favorite position to lying in
your bed, right or left?
Mhmm.
The yes.
Yes.
Why is that?
Why do you prefer to lie to lay more on yourleft or more on your right?
Why is that?
You don't know.
But that's energy because you like to have aperson next to you on this side or on that
(28:32):
side.
That's energy wise.
The same if people are sitting in the bus or inthe train or in a plane, most times they choose
a seat where they feel more comfortable.
And if you stand next to people, and I did thisexperiment with almost every training I did,
and let's people just stand and put somebodynext right to them and say, how does it how is
(28:54):
it?
And let the same person be in the left.
And almost every more than 90% has apreference.
Oh, they put the person there.
Oh, they put the person there.
It does not make logically sense, but it makesenergy wise a lot of sense.
Because then if you then let them do, say, anexercise together, you see different outcomes.
If they said put the person in their favoriteposition, they have a better communication and
(29:18):
a better connection with each other than if youput them in an unfavorite position.
There is no logic in there.
It is energy wise through.
And those are the little things that thenatural achievers in entrepreneurs or
(29:38):
businesses do almost natural.
So they are in tune with themselves.
And when they come into the room, they make adecision, hey.
Where I'm going to sit on the table?
Where I'm going to sit with the other person?
Not because logic says I have to sit in thefront of somebody or I have to sit in the side
of somebody, but I really sense, hey.
How is our connection?
What would be the best actually to sit withAnna?
(30:01):
And not based on rules, what you read, oh, youhave to sit on the right side of somebody or on
the left side of somebody or in front ofsomebody, one meter or 30 centimeters distance.
But they sense actually what feels the best,and they almost maneuver to come over here.
Hey.
What is actually the best position to talk toElena?
And if they find that, they sit there, and itfeels natural for both of them and have a
(30:22):
better connection and more success.
Yeah.
Great, Christopher.
I have one question before we wrap up thisepisode.
We have few minutes left.
So how to find what is like, what makes peoplestuck?
As you said that something is inside, like,that gut or heart brain, yes, get gets in in,
(30:46):
like, on the way.
So how to understand and how to get thatbalance between all these three hearts to go
through and not let them stop you anymore?
Extremely good question.
We discussed the part with one, and it is whatmost people are somewhere aware of is actually,
(31:07):
what are my beliefs and what are my limitingbeliefs?
So just for yourself to make a list, what areactually beliefs I hold on?
From I'm not good enough, I always have to win,I cannot cry, I cannot show empathy, I should
put others first before myself, or all kind ofthings.
So those are one list.
That because then you know, your heart or yourgut will stop you in those those kind of
things.
It will stop you from doing something.
(31:29):
Secondly, and that's much more, when you liketo do something, as we said, you like to do
something and then you oh, but this feelsbetter to come over here.
Hey.
What's actually happening inside me?
Because the moment you say, oh, I like to dosomething else as what I actually decided to
do, something inside us is saying, I don't seeactually the advantage or the benefit of doing
(31:52):
it now.
And that means almost you have to reeducateyour head, your heart, or your gut to make it
aware it has benefits.
And we all feel that because the moment I'mwaking up and instead of looking at my email
and going to watch YouTube, I know something ishappening inside me.
(32:12):
And it can mean I didn't have a coffee to wakeup or didn't do my procedures.
I didn't do my yoga, or maybe I'm just tired,or maybe I on that month, I don't see the
benefit of doing my emails.
And on that month, it's actually coming away.
Hey.
Which brain as my book is called, which brainis talking?
And the moment you know which brain is talking,hey.
(32:33):
My hat doesn't see the logic of down doing myemails, because, actually, I should prepare my
talk with Elena.
Because this is what happened this morning.
I said, let's do my emails.
And I said, oh, you have an you an podcast withElena.
No.
No.
First, going to look at the stuff from Elena tobe prepared.
So there was a logical thing, but it also canbe in hard thinking, oh, yeah.
(32:54):
But my my partner is actually now in Barcelona.
I live in Madrid.
Okay.
Let's first call her how she's doing.
And then
I get procrastination because my heart saysactually something.
Or I could get procrastination from my gut.
My gut says, let's first do a coffee, and thenlet's do something and need some energy.
Those are simple simple examples of your threebrains talking, but that happens on a daily
(33:18):
basis that you change your route.
I just come on over here and really pause andthink, really come where, hey.
Which brain is talking now to do somethingelse?
What is the reason that it says something else,and what does it need actually to come back to
the things I decided to do?
What does it need?
Because nine out of 10, your heart, your head,or your gut needs something to do it.
(33:44):
My head needs a logical answer.
My heart needs the connection, and my gut needssomewhere to survive from needs from food,
drinks, other kind of stuff.
And then it becomes easier.
And it sounds so simple, and it is so simple.
I was at a coaching as an example recently, theperson oh, let's first take a coffee, Chris.
(34:08):
And it was a physical one, so when we walkedthrough his office, I said, where do we get
coffee?
Because there's coffee machine.
No.
No.
Let's go to the restaurant, the internal and Ithought, internal restaurant.
That's a five minute walk.
So I really asked, okay.
I say, what is really happening here?
He said, how do you mean?
I said, we have a coaching.
We have one hour.
(34:28):
A coffee is, say, somewhere at 20 meters awayfrom your office, but you like to go to the
internal restaurant.
That's a five minute walk.
So there is something happening now that makethat gives you that decision.
And he says, I don't know.
I just like to have a coffee, and I thought Ijust like to sit there.
I said, yeah.
You just like to sit there.
(34:48):
What's the reason that you like to sit there?
And he but we're we're walking at and he'slike, what is the reason I like to sit there?
So because the restaurant dues or respect isnot now the most cautious place to sit with
your coffee.
So, yeah, that's right.
And what actually was, he had before, let'ssay, an no.
Let's let's call it an argument.
(35:11):
And that argument made them actually make hisgut brain make decision, I like to avoid.
I like to walk away.
So as gut brain make decision, I like to reallywalk away from the situation I had before my
coaching.
And this gut brain make decision going to walkto the to the internal restaurant for five
minutes.
I like to get out of this system.
(35:32):
And the moment you came aware of it, I said,oh, wow.
I'm actually walking away what happened beforea coaching increase.
That's why I like to go there, not because Ilike to have a coffee, actually, because then I
could have get a dare.
That will be logical.
But, actually, my body says, I like to escapethe situation before.
And that awareness made me ask, hey.
Do we do with this?
He said, no.
Actually, it's interesting that it's sad, so italso needs some to come aware, actually.
(35:57):
What is the reason I like now to walk awayinstead of maybe do a confrontation or
something?
What are actually my strategies?
So, actually, the whole coaching went about hisinternal decision to walk away from it.
But nine out of 10 people are not aware of it,why they do what they do.
But when he came aware of what he did,actually, after coaching, he he made a
(36:18):
decision, hey.
I'm coming back to that person I had theargument with or that discussion with.
I'm going actually do a b c d to solve it, toget to get my gut brain happy again and my
system happy again.
So, actually, after coaching, went to thatperson, had a talk, and he text me later,
WhatsApp me later.
Chris, this was the best coaching ever.
Okay.
(36:39):
That's an interesting strong statement.
He said, because I came aware, actually, how aninternal system sometimes is sabotaging me from
finding the solution.
I should have I should have had the discussionwith the person, and my gut brain said, avoid
it.
Walk away.
But we never have solved it.
By putting it awareness back on it, I went backto the person, finished actually our talk,
(37:04):
discussion, our argument, whatever you like tocall it.
I'm now totally happy with it.
And, actually, the person also knows where theboundaries are and what can and cannot be done.
He said, I would never have thought about thatif we didn't if we didn't ask me.
Then probably I would have said, okay.
I don't like the person who was nasty,whatevers, and probably moved on, wish my life,
(37:26):
and wish my work again.
Now I actually put the position there andactually learn something to start listening to
my internal systems, but they guide me.
So as an example, one example on what you said.
Yeah.
Yes.
Really great to understand that there are thesethree brains.
And when we make decisions to do something, weshould ask ourselves where it comes from and
(37:52):
what can be the reason.
And yes.
So is it the really right thing to do?
You would bring me to my goal, or I have to dosomething that will.
Yes.
So it is all about decisions and awareness.
And it was so powerful episode and discussiontoday, and I learned a lot today for myself.
(38:16):
So thank you so much, and I'm looking forwardto read your book.
Yes.
So
That's that's beautiful.
I love to hear your comments.
A new book will be on in in in a couple ofmonths.
Let's say, I love to hear what I love to sayabout my book, which relationships which brain
is talking, although it's about relationships,it gives you insight how we act with our three
(38:39):
brains in everything we have as a relationshipbecause we have relationships, of course,
interpersonal, but also inter intercollicaljust on the street.
How do you deal with those kind of things?
And say, it always sparks me if, say, if westart doing it, especially in relationships
and, say, the intimate relationship with yourparents, kids, and and loved ones, it makes
(39:04):
them better.
And if they become better, there is less, say,almost optimistic divorce fights and also kids
who grow up, say, with parents who are actuallysomewhere in in the dispute.
So it will make this world a better place.
And if you put it in colleagues and in theworkplace, and that's my big dream, we have
less toxic leadership.
(39:25):
We have really companies that flourish becausestill the statistics show and probably, you
know, and then maybe all our listeners, that'snot with us, that only 33% of the companies
worldwide are actually really engaged, wherethe people are engaged.
There are a few companies who can hit the 70%of engagement, but they think that is high.
(39:52):
So seven of the 10 are engaged in a in acompany.
If you would have an average soccer team withseven of the 10 people engaged, you would lose
every game.
In sports, 70% of the of the team engaged is alosing game, but somewhere in companies, we
accept it.
So if you start learning about this, it willcreate actually much, much, much more
(40:15):
engagement.
And then the companies where all your listenersare working for or their own companies would
thrive much more in results, success, but alsohappiness and people stay and really find a
purpose in what they're doing.
So in that part, you know, I love that youwould read it and love that everybody would
read it because it would make us all flourishand happy.
(40:38):
Yeah.
Yeah.
I'm looking forward.
So whenever it is published, send us the link,and I will in the description for this video.
And maybe in future, future, also, we canrecord another video where we will speak about
practical, like, how to do that, how to startunderstanding your three brands, and how to
practical, practically, get them in alignmentthat they will not be your enemies, but they
(41:06):
will help you and support you to achieving yourgoals?
I love to do so, Elena, because the moment wecan help people to do so, say, my my little
dream or big dream comes out that the worldbecomes a better place, that the companies
become a better place, that's we start livingactually a life that is enjoyable.
(41:26):
So I'd love to do so, Elena.
Thank you so much, Christopher.
I really enjoyed talking with and lookingforward to see you again.
Thank you.
Thank you.
Thank you, Elena.
Hello.
Hello.
Welcome to mindset two results.
Today, our guest is Christofel Schneider.
He is a renowned expert in human potential andtransformation.
He worked as a trainer, as a coach with 13,000people from 33 countries and has more than
(00:27):
thirty years of experience combining humanscience, potential neuroscience.
And, he is also an author of three brainintelligence theory.
So we are going to speak today about veryinteresting topic.
(00:48):
What gets us stuck?
How to get unstuck by knowing ourselves better?
Hi, Christofel.
Hey, Elena.
Good.
For for me, it's good morning.
Good morning.
Good to see you again.
Yeah.
Good to see you too.
You're most welcome.
Tell us a little bit about yourself.
(01:08):
You have such a huge experience, thirtiesthirty years in this industry.
And, you worked with executives, with leadersfrom different industries, and, you have such
such, so much to share.
So I'm really excited about this episode and,looking forward to discover more and share with
(01:31):
our audience.
Tell us a little bit about you.
What may be the biggest biggest discoveries foryou within these thirty years about human
nature and human potential?
Thank you, Elena.
Yeah.
I will I will keep it short because you'reright.
Thirty years of coaching people worldwidebecause I lived in Australia.
(01:53):
I lived in Spain, and I'm originally Dutch.
I worked all over the world.
I've said there were 33 countries I've seenpeople and coach people from.
So for me, what was the biggest discovery andalmost also the biggest frustration I always
had is that although people know what theyshould do, that somewhere they don't do it.
(02:17):
And the most simple example is on the January1, a lot of people in the Northern Hemisphere
makes good intentions, eat less, sport more,take more private time, those kind of things.
And within two weeks, poof, all those goodintentions disappear.
And the same when you have things if you tookat the business world, you coach somebody, they
(02:40):
say, okay.
I have to do a b c, and it makes all sense tothem.
And they you write it down, and they put it intheir calendar.
I'm going to a b c.
I'm going to talk with that about it.
You see him two weeks later because you ask,there something that would hold you back?
It's all clear, Chris.
I'm going to do it.
Two weeks later, you speak to them.
How did it go?
Yeah.
(03:00):
No.
It didn't happen.
And you hear all the didn't happen.
And I know in my beginning time, we expected itbecause it was procrastination, fear, and all
kind of things that happened, and what what doyou need to step over the fear.
And it always was frustrating because I couldnot get people really to change or help them to
(03:23):
change or coach them to change.
So in my journeys, I learned an NLP, clinicalhypnotherapy, I'm also clinical hypnotherapist,
psychotherapist, constellations, Reiki.
You name it.
I've almost done it.
Why?
To learn what is holding us back.
And I became aware, and that's when you talkabout the biggest invention, and it's also
(03:44):
about the where we talk about, is that we havethree brains.
So biologically, evolutionary, we have, ofcourse, one we have in our head.
We all know that.
But we also have really a brain in our heart,and we really have a brain in our gut, in our
whole viscera.
And people say, oh, is that so special?
We all say to people, follow your gut feeling.
(04:06):
Oh, why don't you follow your heart?
Think about it logically, but we don't knowwhat it actually means criteria wise.
What what what kind of criteria are you goingto make a decision on when you say to somebody
follow your gut?
Probably it's different than follow your logic.
But what is it?
Most people most people say, I don't know.
(04:27):
Probably it's your instinct.
And if you say follow your heart, I promiseyour emotions.
Which instinct, which emotions?
Now if you really can come to the breakthrough,they have actually three different distinct
strategies and objectives based on evolution,based on the neurotransmitters and hormones
they actually can release physically.
(04:48):
So you can right away see, hey.
They are in charge of these kind of hormones orneurotransmitters.
They release them to change this in ourbehavior.
Now if they look at that and you know thatthose three brains have a memory and they can
make independent decisions, then that momentactually becomes clear, why people actually
sometimes get stuck or don't do these things.
(05:10):
Because we all talk about limiting beliefs.
We know that limiting beliefs or maybe highlyimpactfully fence traumas that can stop us.
But where are they stored?
Now the the the the breakthrough claim thatalthough we know them in our heads, happened to
us, and we know we I'm not good enough.
I have to succeed.
I have to work harder.
(05:31):
I cannot cry.
I should always win.
We know all those beliefs.
But, actually, they are stored in your heart orin your gut based on actually if they're more
relational oriented or more survival oriented.
And what does that mean?
That means if one of those beliefs or limitingbeliefs, protecting beliefs, or highly impacted
(05:53):
vent traumas, somewhere connected with a topicyou like to achieve, it just stops it.
And people don't do it, and they procrastinate,escape, and then they talk about the
fearfulness or didn't feel like it or do itnext time.
So when you start them working with people on,actually, their three wisdom centers, brain
(06:17):
centers, where they start coaching them on thebeliefs or highly impact defense traumas they
held in their heart or in their gut, then yousee actually long lasting change.
And you see the people from not succeeding,boom, get into succeeding.
And it sounds so easy.
Okay.
Just change it in your heart.
(06:37):
No.
That doesn't help so easy.
Just to say one example why people say, oh,Chris, but it sounds so simple.
We can do that.
Elena, maybe not you because you look reallygreat, but people around you, just imagine.
You make an logical shopping list to go to thegrocery store.
(06:58):
Logical, what is healthy.
So besides the carrots and the vegetables andthe fruits and some other kind of stuff, you
make you make a list what you're going to buyin a grocery store.
And you ask, is that doable?
Yes.
It's doable.
Are you going to do it?
Yes.
You you're going to do it.
Are you only going to buy this?
Yes.
I'm only going to buy this.
Okay.
Then the same person, you don't let them havebreakfast.
(07:21):
You don't have them had lunch.
And just before dinner, when they're reallyhungry, really, really, really hungry, you send
them to the grocery store.
What do you think that will happen?
Will they follow the shopping list they made?
And then she already start laughing, or willthey come home with something else, Elena?
Yeah.
I think they will just grab everything theysee.
(07:42):
Absolute.
That's why I see you laughing.
Yeah?
Yeah.
And this is actually when the logic is oftentaken by your gut brain.
Your gut brain is hungry.
You're hungry.
Your gut brain says, okay.
There's a survival need and just says, Ioverwrite all the logic, all the things you
said I will do.
I just override it and do something else.
(08:05):
And if we cannot even do a simple shoppinggrocery and keep ourselves there, then it's not
it's not a lack of discipline.
It's not a lack of willpower.
It's not a lack of, oh, I'm not smart enoughbecause you you had to list.
It's actually your other brains take over.
(08:27):
And evolution wise, your gut brain is actuallythe strongest because it's about survival.
So to override that this logic is extremelydifficult, really extremely difficult, as we
just had in a simple example.
The same is your heart.
I don't know how to shoot, Anna, but I know mymom sometimes said when I introduced her to a
girlfriend of mine, oh, that is not a wise one.
(08:51):
And then I explained to her, my mom, I knowbetter.
May you know those teenage stupidness?
And then, actually, after one to three months,my mom was totally right.
And I had a broken heart, felt felt bad, andthose kind of stuff because my heart was
actually overwriting my logic, but my mom wasseeing.
And I probably also saw, because I knew it, butthen I said to mom, yep.
(09:16):
She will not do that to me.
Maybe she did to other persons, but she lovesme, so she doesn't do it to me.
Mhmm.
Mhmm.
I don't know how it's with you, but I was anaive one and got your heart broken.
We all know those examples, and that isactually when you came back to your first
question, it's a breakthrough.
That's a massive breakthrough because themoment you know that, when you talk about
(09:38):
entrepreneurs, business people, people like toachieve something, the moment they come over
here, hey.
I have three brains.
And where which of my three brains is actuallystopping me to get there?
Then you can really do a beautiful interventionand coach them on that part.
And then you see actually, poof, they getthere.
They succeed.
(09:58):
And they have someone like, wow, Chris.
That was really simple, actually.
I didn't know it was so simple.
Yeah.
But they're just getting the right things out.
That that's a really long answer on yourquestion, Elena.
Yes.
Yes.
It's so true.
People already know so much, and the problem isnot that they need more information.
(10:22):
The problem is that, as you said, there is ahuge gap between what we know and what we do.
As people go for trainings, they sit, makedecisions, but it doesn't mean that they will
do what they decide to do.
And this is a a big problem.
Yes.
Because we we do not what we know, but we dohow we are conditioned and what takes like,
(10:49):
what is in control.
And interesting that people know what they haveto do to achieve their goal, and they feel the
biggest, the biggest break, like, thatsomething that holds them back from taking the
(11:09):
steps that bring them, like, say, 80% ofresults, and they feel like something holding
them back from doing exactly those steps whichthey have to do.
And instead of that, they just do other thingsthat they just feel comfortable knowing that
maybe that will not bring results, but theyjust feel good doing that.
(11:30):
And for success, we know that we have to stopdoing that what you just feel good and start
doing what you don't want to do because that iswhat will get you further.
Yeah.
It's beautiful what you said.
The last especially the last thing is sobeautiful.
We do what what feels good on that moment.
There's one thing that most people don't know.
(11:52):
Your heart and your gut don't know time.
And they're just like a dog or cat.
They always live in the present.
That's extremely good, But it also means whenwe have to do something that is good for the
business, good for us, and it is time oriented,so now we have to do some things.
And probably next week, next month, next year,I see the results.
(12:12):
Your heart or gut says, I don't know next year,but I know now that looking at social media is
fun.
I know now, actually, watching YouTube is fun.
I know now, actually, I don't know, going outfor a coffee is fun.
So they make a decision in instantgratification because they don't know the long
(12:36):
term results.
And that stops also massive people because ifyour heart or gut take over, they choose for
now.
What can we do now to make us feel good now?
You see that in a lot of sitcoms and whenpeople feel bad, what do they do when they feel
bad?
They say your heart is feeling sore,heartbroken, sad, whatever things.
What does then our body do?
(12:57):
Your gut says, oh, the heart feels bad.
The whole body feels sad.
Okay.
Let me think.
What can I do to make us happy?
What are what is what is in my qualities?
I'm responsible for nutrition, so food anddrinks.
I'm responsible for reproduction, and I'mresponsible fight and flight.
(13:18):
Okay.
What is the first one?
Food and drinks.
Okay.
What can I do actually in food and drinks thatmakes us happy again?
Hey.
Let's do ice cream therapy.
Let's do white wine therapy.
Let's do chocolate therapy.
Let's do cheese therapy.
What it means, actually, it provides us foodbecause foods right away gives us some
(13:38):
satisfied feeling, and it makes us feel goodfor the moment.
So the gut brain takes over to soothe theheart, actually, to to put some stuff in, and
the gut brain doesn't think, okay.
But next week or tomorrow, I'm on the scale.
And that scale will say, actually, one kilomore based on the chocolate, the cheese, and
the wine I just had.
(13:59):
And if I do this for a couple of days, and,actually, in one week, it will show even worse
because the gut doesn't think about tomorrow orthe day after.
It thinks about what does it need now.
And it stops people so massively in achievingsomething.
And when you talk about discipline, discipline,a lot of times, is a logical thing.
Just push through.
(14:21):
Now the number of people who can really startpushing through is only the gold medal winners
and maybe fire fat fire this airplane warriorthings.
They are chosen to actually be extremely stronglogical.
(14:41):
But for most of us, and it's more than 90% ofworld, we are not having that genetic
predisposition.
So that means we're just normal humans, and agut brain just takes over.
So we fall down the bandwagon.
I still remember in video or or in indocumentary about Arnold Schwarzenegger.
You know?
Arnold Schwarzenegger, I'll be back.
(15:03):
When he was in his bodybuilding time, theyasked him once, how many sets of bank press do
you do or how many repetitions?
He said, I don't know.
I start counting when it starts being painful.
Now most people stop when it's it's gettingpainful.
To be honest, I don't know if it's you, but Istop when it's painful.
(15:23):
Oh, how?
Okay.
One more.
How?
Okay.
It's good.
He started counting.
So he was able logically to overrun actuallythe pain because pain is a signal stop, and
most people stop.
He was able to go through.
Hence, he was world champion bodybuilding formany, many, many, many, many years.
(15:45):
And after he make a career as an as an in themovies and make a career actually as
politician, be governor of California.
He made three different careers based on hisextremely strong overriding system.
Now there's one and eight billion people.
So we are more normal.
We stop when our gut brain says pain.
That makes sense.
(16:05):
And that's what you said.
To make that succeed in your business as anentrepreneur or leader, sometimes you have to,
what they say, bite the bullet.
And that is actually going against yourinternal system on the moment knowing that it
actually is good for you, but be able tooverrun that system.
And, therefore, you have to coach next to thegut brain.
It's allowed now to do a little bit more.
(16:29):
But what is stopping your gut brain besides thenatural evolutionary stop for pain or
discomfort, because it stops from discomfort,is a lot of times limiting beliefs or
experiences that actually make that stopstronger.
If you never learned just by the bullet in yourupbringing or those kind of stuff, but you
(16:50):
learn somewhere to stop earlier, you stopearlier.
I still know that from my own experience.
And when I was young, I was doing the Olympictriathlon.
You know?
One kilometer swimming, 40 biking, ten tenrunning.
I was not the best at I was insane the best 5%.
Never the first the first best percent.
So when there were 100 people running, I camesomewhere at 10 or twenties.
(17:14):
Anyhow, I always know in in Amsterdam where Iwas living, my dad was my biggest supporter and
coach.
So when we start in the run, we had to runtwice around, say, the the the rowing track in
Amsterdam.
That's two two kilometers to twice fivekilometers.
And the last two kilometers, he always said, doyou see that person there?
And he pointed something like 200 meters ahead.
(17:37):
And that that person, you're going to getbefore you are one kilometer further.
So he had one or two kilometers to get toactually be 200 meters quicker than a person
there.
So he learned he taught me actually bite abullet in sports.
So I learned actually sometimes to acceptdiscomfort to get somewhere.
You see that in sports happening.
(18:00):
And it is extremely useful also in careers andother kind of things is you can translate that
quality into other kind of things.
But a lot of people never learned it and stopwhen it becomes discomfort.
That makes sense.
Yeah.
Definitely.
Definitely.
This is the common denominator of success thatis about doing what other people don't want to
(18:24):
do.
Yes.
So successful people always do what other don'twant to do in order to get it some other people
will not.
Yes.
And this is always with related to overcome thediscomfort because discomfort is a natural
reaction for something new.
(18:45):
Yes?
And we have to get out of our routine, commonroutine, in order to get something new.
Otherwise, we just will get stuck, and we willhave the same repetition, the same results.
This is true.
Again, if you think about three brainsevolution, if you get out of your comfort zone,
(19:05):
besides the physical part of the justice thatyou just spoke about in running, and besides
the physical part of of that and working longerhours or doing just a little bit more is also
the evolutionary biology.
We have so much energy in our body.
Say you have 100% energy.
Then up to 40% of that energy is taken by yourthree brains just by thinking and processing.
(19:31):
So up to 40% of our 100% of energy we havedaily is taken by three brains.
So we have 60% left to do all your other stuff.
And the moment we step out of the comfort zone,it means learning.
It means we have to do something else.
Learning means actually that your three brainshave to create new connections, new pathways.
(19:53):
It's almost like walking on the street wherethere's no where there where there's no, say,
any disturbance and walking through the forestor walking through a field with high grass.
It takes a lot of effort.
And only if you go 20 times to that high grass,then you create a path, and so it becomes
easier.
So it takes a lot of energy to go through thatpath of high grass, to learn something new.
(20:17):
So that 40%, it may become 60% by learningsomething new.
So what our evolutionary body says, I only willallow the whole system to give it more energy
if I know it is really beneficial.
Otherwise, I just waste energy, and you neverknow if that's useful for my survival means.
(20:38):
Because you have less energy, then maybe I cando something.
So your body or your three brain stops you ifthat extra energy for getting out of your
comfort zone, as you said, Elena, or learningis not really seen as beneficial.
Now and then the limiting beliefs and highlythe the traumas we had in life step in.
Because your limiting beliefs or your traumasfrom the past, and the trauma doesn't mean you
(21:02):
have been beaten up, but just you did notsucceed.
Somebody laughed at you.
You had to do it five times and people said,oh, wow.
You're stupid.
It can be small kind of traumas that reallywere painful in that moment.
Those then step in and say, no.
No.
No.
Elena, you know, twenty years ago, you did itand didn't succeed.
Don't do it again.
(21:23):
You know, Elena, you're not good enough.
It will not succeed.
And those limiting beliefs or early experiencesactually stop you from getting out of your
comfort zone or to learn.
And people don't do it anymore.
And, logically, it doesn't make sense, becauselogic could say, yeah.
But if I do this, I will have success.
(21:43):
And then yeah.
But it takes a lot of time.
It takes a lot of effort.
Oh, no.
I will not do it.
Because somewhere in our our belief systemshere, it says, okay.
I'm not going to spend that energy in itbecause I don't see the results based on
previous experiences.
And that stops, and again, people to to change.
So it is actually from that part, and it wasgoing back to my breakthrough, we are extremely
(22:07):
simple creatures with humans.
We make it difficult because we have abeautiful head, and we analyze so much so we
think we know.
But, actually, the most of the things thatstops us are actually really primal beliefs or
experiences from the past, and they are storedin your heart and gut.
And they don't they don't change.
(22:29):
They're saying, hey.
Change and then I can just change your heartand start trusting again.
Now we can say that, and you say, yeah.
I I can.
Watch your pee.
Your heart says, uh-uh.
Will not happen.
I don't know.
You see it sometimes when people say to you,oh, Elena, just trust me.
You don't know the person so much.
Logically, you could say, I could trust you andsee you're laughing right away from me.
(22:51):
Yeah.
Yeah.
Yeah.
It will not happen.
But then your whole system says, I'm not goingjust to trust his or her words.
Let me first let it see happening before ithappens.
So, logically, we could say yes, but your bodyor your two your other two brains will say no,
and then it doesn't happen.
Yes.
Because we communicate non not only verbally,but our subconscious communicates faster.
(23:17):
Yes.
And our even more than that, that sometimespeople say so good, and, it looks like
everything is right.
But inside, you can feel that, no.
Something is wrong.
I I just feel that disconnection.
Yes?
So our that intuition always speaks to us, yes,more than words.
(23:41):
What you just said, I just like to comment onthat.
You said subconscious and intuition.
That was always it.
The subconscious that was always annoying mebecause where is your subconscious located,
Elena?
Now where is your subconscious?
Ask if people and people don't know.
They point somewhere in their body, butactually, they don't know.
Your subconscious is actually your heart andyour gut if you make it simple.
(24:03):
Those are the silent voices you've you've yousomewhere come in.
That's your subconscious.
Your intuition is a little bit more difficultbecause intuition can be internal the
intuition, external intuition.
Internal intuition is based on all yourexperiences, you are experienced till your
(24:27):
heart knows, your gut knows, and your headknows.
So then from information, you somewhere see butnot process quickly enough as your head.
Actually, your heart, your gut say it's good orwrong.
And it is that what we see in people, andthere's so much research about it, in
interviews for a job that people know in twentyseconds if I'm going to hire or not hire.
(24:48):
Actually, an interview could take one minute.
Only it's really rude to do one minuteinterviews, so we make it longer.
But in twenty seconds, people know.
And how do they know?
Their intuition.
Based on all their experiences, the heart andgut says yes or no.
That's internal intuition.
External intuition comes from something morebeautiful, and that is you can call it quantum
(25:13):
physics.
That is let's do the let's ask.
Elena, did it ever happen to you that youentered, say, a room where people were in the
room for a party or a congress or maybe in oneof your sessions you do in the masterminds that
you entered and has been like, hey.
Something happened in this room.
(25:33):
A strange atmosphere is here.
Did they had a discussion?
Did they had a laugh?
Did they had something else?
Did it ever happen to you?
Like, you just sensed something was happeningin this room without that you knew what, but
within two seconds you knew it.
Mhmm.
That is external intuition.
And, we can sense.
(25:53):
And it means our heart admits energy that canbe measured nine meter nine meters outside your
body.
So we can actually sense the heart coherence ofother people.
And if their people are stressed, their heartcoherence is.
If they're at ease or having fun, it's more atease.
So your heart and sensory systems can actuallycome aware, hey.
(26:16):
How is the hearts of other people actuallyoriginating?
And you can feel that.
Research has shown that ladies who live in amonastery, nuns, synchronize even their
periods, not because they didn't make adiscussion.
Hey, Elena.
When is yours?
When is mine?
Now mine is the twenties.
When is yours?
That's not logical, but our body synchronizes.
(26:37):
Our bodies talk with each other.
So that's external intuition, and your heartand also your gut can send can sense that.
And if you ask, how do they sense that?
They don't have ears.
They don't have a nose.
They don't have a mouth.
That's actually energy and light.
Research already shown thirty, forty years agothat every cell in our body communicates with
(26:58):
light, and it is internal and external.
So we can actually access energy from otherpeople.
And if you then come on back now, then let'smake it normal again to entrepreneurs and
business people who listen to this thing fromenergy systems.
Oh, hallelujah.
What is happening here?
That is extremely important because the reallysuccessful people sense the room, and they
(27:24):
sense how they deal with other people.
It's not always knowledge.
The real masters can sense it.
They can connect in a different level of orderpeople.
It's almost a sixth sense.
So that means, one, they're totally alignedwith themselves, so they're able to receive the
information.
And secondly, they can then, based on their theinformation they receive from the other
(27:46):
persons, make better decisions, bettercommunication, and better kind of things.
It's not purple, hocus pocus, abaca dabga.
It's just what happens daily for every person.
And if people think, make it more logical,Chris, then one little experiment.
(28:08):
Elena, do you have a you don't have to say whatdo you have a favorite position to lying in
your bed, right or left?
Mhmm.
The yes.
Yes.
Why is that?
Why do you prefer to lie to lay more on yourleft or more on your right?
Why is that?
You don't know.
But that's energy because you like to have aperson next to you on this side or on that
(28:32):
side.
That's energy wise.
The same if people are sitting in the bus or inthe train or in a plane, most times they choose
a seat where they feel more comfortable.
And if you stand next to people, and I did thisexperiment with almost every training I did,
and let's people just stand and put somebodynext right to them and say, how does it how is
(28:54):
it?
And let the same person be in the left.
And almost every more than 90% has apreference.
Oh, they put the person there.
Oh, they put the person there.
It does not make logically sense, but it makesenergy wise a lot of sense.
Because then if you then let them do, say, anexercise together, you see different outcomes.
If they said put the person in their favoriteposition, they have a better communication and
(29:18):
a better connection with each other than if youput them in an unfavorite position.
There is no logic in there.
It is energy wise through.
And those are the little things that thenatural achievers in entrepreneurs or
(29:38):
businesses do almost natural.
So they are in tune with themselves.
And when they come into the room, they make adecision, hey.
Where I'm going to sit on the table?
Where I'm going to sit with the other person?
Not because logic says I have to sit in thefront of somebody or I have to sit in the side
of somebody, but I really sense, hey.
How is our connection?
What would be the best actually to sit withAnna?
(30:01):
And not based on rules, what you read, oh, youhave to sit on the right side of somebody or on
the left side of somebody or in front ofsomebody, one meter or 30 centimeters distance.
But they sense actually what feels the best,and they almost maneuver to come over here.
Hey.
What is actually the best position to talk toElena?
And if they find that, they sit there, and itfeels natural for both of them and have a
(30:22):
better connection and more success.
Yeah.
Great, Christopher.
I have one question before we wrap up thisepisode.
We have few minutes left.
So how to find what is like, what makes peoplestuck?
As you said that something is inside, like,that gut or heart brain, yes, get gets in in,
(30:46):
like, on the way.
So how to understand and how to get thatbalance between all these three hearts to go
through and not let them stop you anymore?
Extremely good question.
We discussed the part with one, and it is whatmost people are somewhere aware of is actually,
(31:07):
what are my beliefs and what are my limitingbeliefs?
So just for yourself to make a list, what areactually beliefs I hold on?
From I'm not good enough, I always have to win,I cannot cry, I cannot show empathy, I should
put others first before myself, or all kind ofthings.
So those are one list.
That because then you know, your heart or yourgut will stop you in those those kind of
things.
It will stop you from doing something.
(31:29):
Secondly, and that's much more, when you liketo do something, as we said, you like to do
something and then you oh, but this feelsbetter to come over here.
Hey.
What's actually happening inside me?
Because the moment you say, oh, I like to dosomething else as what I actually decided to
do, something inside us is saying, I don't seeactually the advantage or the benefit of doing
(31:52):
it now.
And that means almost you have to reeducateyour head, your heart, or your gut to make it
aware it has benefits.
And we all feel that because the moment I'mwaking up and instead of looking at my email
and going to watch YouTube, I know something ishappening inside me.
(32:12):
And it can mean I didn't have a coffee to wakeup or didn't do my procedures.
I didn't do my yoga, or maybe I'm just tired,or maybe I on that month, I don't see the
benefit of doing my emails.
And on that month, it's actually coming away.
Hey.
Which brain as my book is called, which brainis talking?
And the moment you know which brain is talking,hey.
(32:33):
My hat doesn't see the logic of down doing myemails, because, actually, I should prepare my
talk with Elena.
Because this is what happened this morning.
I said, let's do my emails.
And I said, oh, you have an you an podcast withElena.
No.
No.
First, going to look at the stuff from Elena tobe prepared.
So there was a logical thing, but it also canbe in hard thinking, oh, yeah.
(32:54):
But my my partner is actually now in Barcelona.
I live in Madrid.
Okay.
Let's first call her how she's doing.
And then
I get procrastination because my heart saysactually something.
Or I could get procrastination from my gut.
My gut says, let's first do a coffee, and thenlet's do something and need some energy.
Those are simple simple examples of your threebrains talking, but that happens on a daily
(33:18):
basis that you change your route.
I just come on over here and really pause andthink, really come where, hey.
Which brain is talking now to do somethingelse?
What is the reason that it says something else,and what does it need actually to come back to
the things I decided to do?
What does it need?
Because nine out of 10, your heart, your head,or your gut needs something to do it.
(33:44):
My head needs a logical answer.
My heart needs the connection, and my gut needssomewhere to survive from needs from food,
drinks, other kind of stuff.
And then it becomes easier.
And it sounds so simple, and it is so simple.
I was at a coaching as an example recently, theperson oh, let's first take a coffee, Chris.
(34:08):
And it was a physical one, so when we walkedthrough his office, I said, where do we get
coffee?
Because there's coffee machine.
No.
No.
Let's go to the restaurant, the internal and Ithought, internal restaurant.
That's a five minute walk.
So I really asked, okay.
I say, what is really happening here?
He said, how do you mean?
I said, we have a coaching.
We have one hour.
(34:28):
A coffee is, say, somewhere at 20 meters awayfrom your office, but you like to go to the
internal restaurant.
That's a five minute walk.
So there is something happening now that makethat gives you that decision.
And he says, I don't know.
I just like to have a coffee, and I thought Ijust like to sit there.
I said, yeah.
You just like to sit there.
(34:48):
What's the reason that you like to sit there?
And he but we're we're walking at and he'slike, what is the reason I like to sit there?
So because the restaurant dues or respect isnot now the most cautious place to sit with
your coffee.
So, yeah, that's right.
And what actually was, he had before, let'ssay, an no.
Let's let's call it an argument.
(35:11):
And that argument made them actually make hisgut brain make decision, I like to avoid.
I like to walk away.
So as gut brain make decision, I like to reallywalk away from the situation I had before my
coaching.
And this gut brain make decision going to walkto the to the internal restaurant for five
minutes.
I like to get out of this system.
(35:32):
And the moment you came aware of it, I said,oh, wow.
I'm actually walking away what happened beforea coaching increase.
That's why I like to go there, not because Ilike to have a coffee, actually, because then I
could have get a dare.
That will be logical.
But, actually, my body says, I like to escapethe situation before.
And that awareness made me ask, hey.
Do we do with this?
He said, no.
Actually, it's interesting that it's sad, so italso needs some to come aware, actually.
(35:57):
What is the reason I like now to walk awayinstead of maybe do a confrontation or
something?
What are actually my strategies?
So, actually, the whole coaching went about hisinternal decision to walk away from it.
But nine out of 10 people are not aware of it,why they do what they do.
But when he came aware of what he did,actually, after coaching, he he made a
(36:18):
decision, hey.
I'm coming back to that person I had theargument with or that discussion with.
I'm going actually do a b c d to solve it, toget to get my gut brain happy again and my
system happy again.
So, actually, after coaching, went to thatperson, had a talk, and he text me later,
WhatsApp me later.
Chris, this was the best coaching ever.
Okay.
(36:39):
That's an interesting strong statement.
He said, because I came aware, actually, how aninternal system sometimes is sabotaging me from
finding the solution.
I should have I should have had the discussionwith the person, and my gut brain said, avoid
it.
Walk away.
But we never have solved it.
By putting it awareness back on it, I went backto the person, finished actually our talk,
(37:04):
discussion, our argument, whatever you like tocall it.
I'm now totally happy with it.
And, actually, the person also knows where theboundaries are and what can and cannot be done.
He said, I would never have thought about thatif we didn't if we didn't ask me.
Then probably I would have said, okay.
I don't like the person who was nasty,whatevers, and probably moved on, wish my life,
(37:26):
and wish my work again.
Now I actually put the position there andactually learn something to start listening to
my internal systems, but they guide me.
So as an example, one example on what you said.
Yeah.
Yes.
Really great to understand that there are thesethree brains.
And when we make decisions to do something, weshould ask ourselves where it comes from and
(37:52):
what can be the reason.
And yes.
So is it the really right thing to do?
You would bring me to my goal, or I have to dosomething that will.
Yes.
So it is all about decisions and awareness.
And it was so powerful episode and discussiontoday, and I learned a lot today for myself.
(38:16):
So thank you so much, and I'm looking forwardto read your book.
Yes.
So
That's that's beautiful.
I love to hear your comments.
A new book will be on in in in a couple ofmonths.
Let's say, I love to hear what I love to sayabout my book, which relationships which brain
is talking, although it's about relationships,it gives you insight how we act with our three
(38:39):
brains in everything we have as a relationshipbecause we have relationships, of course,
interpersonal, but also inter intercollicaljust on the street.
How do you deal with those kind of things?
And say, it always sparks me if, say, if westart doing it, especially in relationships
and, say, the intimate relationship with yourparents, kids, and and loved ones, it makes
(39:04):
them better.
And if they become better, there is less, say,almost optimistic divorce fights and also kids
who grow up, say, with parents who are actuallysomewhere in in the dispute.
So it will make this world a better place.
And if you put it in colleagues and in theworkplace, and that's my big dream, we have
less toxic leadership.
(39:25):
We have really companies that flourish becausestill the statistics show and probably, you
know, and then maybe all our listeners, that'snot with us, that only 33% of the companies
worldwide are actually really engaged, wherethe people are engaged.
There are a few companies who can hit the 70%of engagement, but they think that is high.
(39:52):
So seven of the 10 are engaged in a in acompany.
If you would have an average soccer team withseven of the 10 people engaged, you would lose
every game.
In sports, 70% of the of the team engaged is alosing game, but somewhere in companies, we
accept it.
So if you start learning about this, it willcreate actually much, much, much more
(40:15):
engagement.
And then the companies where all your listenersare working for or their own companies would
thrive much more in results, success, but alsohappiness and people stay and really find a
purpose in what they're doing.
So in that part, you know, I love that youwould read it and love that everybody would
read it because it would make us all flourishand happy.
(40:38):
Yeah.
Yeah.
I'm looking forward.
So whenever it is published, send us the link,and I will in the description for this video.
And maybe in future, future, also, we canrecord another video where we will speak about
practical, like, how to do that, how to startunderstanding your three brands, and how to
practical, practically, get them in alignmentthat they will not be your enemies, but they
(41:06):
will help you and support you to achieving yourgoals?
I love to do so, Elena, because the moment wecan help people to do so, say, my my little
dream or big dream comes out that the worldbecomes a better place, that the companies
become a better place, that's we start livingactually a life that is enjoyable.
(41:26):
So I'd love to do so, Elena.
Thank you so much, Christopher.
I really enjoyed talking with and lookingforward to see you again.
Thank you.
Thank you.
Thank you, Elena.
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