Pierre ELIAS 12 Years @ P&G (1997-2010) Top Tools I suggest you carry in your factbook

Procter & Gamble is one of the best Business School on earth

Train & GIVE BACK

* I suggest you print 2 slides per sheet, 2 sides 6 pages

1 ) We are all world citizens, we then happens to be citizen of a country. When we see less fortunate people, it is not about THEY should help, but what do WE do TODAY to contribute. 2) On the cover page of all global passports we should have the world map & world citizen mentioned as a reminder 3) IPEM (Igor Pierre Elodie Maxim) Support Virlanie since 2001

Toolkit!
1.
2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.

Corporate Athlete
Success Drivers/PVP Message track Marketing Framework Model New Assignment Startup Model Persuasive Sell Performance, Image, Exposure (PIE) Organization Performance Model (OPM) Mind Mapping 3 Buckets of the Team Leader Role P&G Money Flow Decision Making (PACE ) Effective Presentations (INSPIRE) Positive Power & Influence (PPI) Initiative & Project Management (SIMPL & SPM) Work Life Balance (Jim Lafferty) The 8 habits of highly effective people (Stephen Covey) Effective Business Writing Individual Emotional Reactions To Change

I would be very honored if you contact me (pierrelias@gmail.com) to exchange on more capabilities/tools (Cotter change model, Day planner, SWOT, Individual High Potential Assessment Tool (HPA), )

Train like an athlete to be extraordinary in the things that matter most !

1. Corporate Athlete Corporate Athlete

Managing Energy for Full Engagement
Expanding Your Energy Capacity
Get the right Fuel

Energy M anagement Principles

4 Interconnected Types of Energy

Facing The Truth

Life is coming at you fast: Capacity vs. Demand

Defining Purpose

Taking Action

Define Purpose, for YOU, for YOUR Organization to bring order and focus, and to align energy investments

Positive Daily Rituals

the importance of

Habit and Routine

Demand

10

Volume

High energy

What Drives You?

30 Age (time) Capacity

Rituals represent the convergence of value, time, and energy put into ACTION !!

Oscillation is Key
1 5

Fully engaged

Sense of Competition?
EXERCISE !
type
Aerobic / Interval Training
(including warm-up)

10

Face the truth about your engagement !

Family?
duration

30 minutes 20 minutes 10 minutes

Adventure? What Else?

Mind the Power of Self-Talk

Strategically disengaged

Moving from Pushing to Being Pulled

1 Low energy

Resistance Training Flexibility Training

Stress for Success

Total Workout = 60 minutes
current capacity
Stress Exposure > > > >
Desired capacity

training stress

Current capacity

Expand your Emotional Energy: SHINE ON DEMAND Expand your Mental Energy FOCUS AND VISUALIZE Expand your Spiritual Energy DEVELOP CLARITY

Feedback

Performance

Belief

Time > > > >

What stories do YOU tell ?

Feelings

6 Keys for Building Positive Rituals Link change to a primary value Invest extraordinary energy for 60 to 90 days; get started in next 48 hours Focus on what you want; not what you want to eliminate Focus on few Be precise in time and behavior Create a supportive environment Be Accountable Find Someone to be Your Accountability Partner

Create Positive Rituals

5%

Train to spend and recover energy more efficiently

Energy expenditure +

Write YOUR NEW Story !

The right story deepens your engagement and inspires you to take action toward your goal. Successful personal change invariably equires you to change your story.

95% non-conscious and automatic conscious and self-regulated

Recovery Zone

2. Success Drivers/PVP

3. Message track

Message #3 Supporting Point #1 Supporting Point #2 Supporting Point #3

Message #1 Supporting Point #1 Supporting Point #2 Supporting Point #3

Main Message: Secondary Message

Message #2 Supporting Point #1 Supporting Point #2 Supporting Point #3

JISordo Communications 2004

4. Marketing Framework Model

WHO - Target - Prime Prospects

WHAT - Brand Equity - Communication Strategy

HOW - Value Proposition - Marketing Plans

5. New Assignment Startup Model

Memo: New Assignment Start-up Model Andy Walter, 11/29/01 NEW ASSIGNMENT STARTUP MODEL Objective: To have a vertical startup in a new assignment. Key Components (1 through 3 Planning for Success) 1. Pre-Assignment Planning 2. Basis for New Assignment 3. Hierarchy alignment Discussion / Contract 4 through 10 first 60 days) 4. People 5. Business 6. Technology / Equipment 7. Assessment 8. Develop a Personal Action Plan 9. Share assessment, personal game plan broadly 10. Demonstrate visible signs of leadership

6. PERSUASIVE SELLING Format (PSF+)

A AGENDA

BUSINESS REVIEW

5 Steps PSF

5 Steps PSF

5 Steps PSF

Summary of Situation State the Idea Explain How it Works Reinforce Benefits Easy Close

Summary of Situation State the Idea Explain How it Works Reinforce Benefits Easy Close

Summary of Situation State the Idea Explain How it Works Reinforce Benefits Easy Close

Selling Presentation for EACH Selling Idea C SUMMARY CLOSE

7. Performance, Image, Exposure Model (PIE)

P E EXPOSURE
Visibility to Executive leadership Visibility to broad networks Crucible roles Sponsorship

Alignment Strategies, Inc. 2003

10

8. Organization Performance Model (OPM)

COMPELLING BUSINESS NEED

STRATEGY

CULTURE

STRUCTURE

REWARDS

TASKS

PEOPLE

DECISION MAKING
February 26, 2008

GBS 3.0 Win-In-Market Design

4.

INFORMATION

9. Mind Mapping (Freemind)

Free, press insert and plot your key message

10. Three Buckets of the Team Leader Role

Team
Staffing
Quality (Skill Sets) Quantity, Functions

Internal
GM Sponsorship/Support CBD Head Support Functional Agreement/Commitment Issue Sheet Format
(Importance of good written communication)

External
President/Senior Management
Strategic Alignment Set Priorities & Projects

Training of Team*
Leverage MF Resources Setting Goals Search & Reapply

Senior Management Updates

(At least Quarterly)

Strategic Positioning Shopper Positioning

Co-Location (P&G) Location to Customer

Training Ground for P&G

Functional Training Summer Interns Adv. Interns

Joint Business Plan Agreed Measures with Scorecards Mirror Team

Situational Leadership II
* OE Support (HR) Team Charter Goals Purpose Vision Mission Action Plans

Test/Learning Lab for MDO Good citizen of the MDO

Global Training Data Sharing Share Best Practices

11. P&G Money Flow

Effective Decision M aking - Behavior Changes

P Process Leader
To Drives Decision Process on behalf of A P brings well-thought-out, focused options to A, who makes decision regardless of consensus. P and A agree in advance on limited number of stakeholders to be involved who have knowledge, data, and advice. Timing to deliver options is a success criterion for P, aligned with A in advance. A person will be an P in a handful of decisions, and another role in others. From Multiple Rs believe they are responsible for driving decisions. R brings one aligned recommendation, with general alignment and buy-in. R must bring all potential stakeholders into process, to ensure reco is not overturned. R is expected to take as much time as needed to get to aligned, right answer. Playing R role in every decision is always rewarded.

A Approves
From A ratifies the consensus decision Decisions may be overturned by As management or other stakeholders.

No discussion on which type of decisionmaking approach to use decision-making typically defaults to Strategic/Consensus approach.

To A makes the decision, from a series of welldeveloped options presented by the P. Because of his/her experience and skills, As decisions will not be overturned. ( As coach others to develop similar skills/experience so they too can be As. ) A actively determines how decision will be made (Strategic, Time-Bounded, Creative/Expertise) before work begins.

C Contributes
To No-one has veto rights. C has large role in only those few key areas directly related to his/her job, as determined by P. C is recognized and rewarded for communicating thoughts through P, versus in person. From Once a decision has been made, C may veto or fail to follow through on implementation. C provides input to all decisions; even those that do not directly impact his/her area. C feels compelled to participate in all meetings, to be heard, add value, and elevate role in the decision-making process.

12. Decision Making (PACE)

E Executes
To Leadership is a mix of creation and execution. Execution with excellence is expected. Execution is expected regardless of intellectual buy-in. From Leadership equals creation, not execution and everyone has to lead all the time. Executional excellence is not rewarded Once a decision has been made, E may veto or fail to follow through on implementation.

13. Effective Presentations (INSPIRE)

14. Positive Power & Influence (PPI)

15. Project & Initiative Management (SPM & SIMPL)

DESIGN
Integrated Business Proposition Planning Closing Monitoring & Controlling Executing Monitoring & Controlling

QUALIFY
the Initiative Initiating Planning Closing

Initiating

Executing

Time

The Be st Quality

Communication

Risk

Cost

Scope

Human Resources

Procurement

16. Work Life Balance (15 Strategies) Jim Lafferty

1. Define your 5 roles in life and Make choices

2.
3. 4. 5. 6. 7. 8.

Use 1 schedule for your life

On the defining moments, choose family Take real vacations Master writing Practice 80 to 20 Train your people 30 minutes of exercise/day

9.
10. 11. 12. 13. 14. 15.

Keep relationships well-fed

Leverage technology be smart! Develop a list of 100 things to do before you die - go for at least 2/year People rise to your highest expectations - or sink to your lowest. Trust & Delegate. Use the mother rule Integrate P&G and your life Give back

17. The 8 habits of highly effective people (Stephen Covey)

Habit 1 Be Proactive
Habit 2 Begin with an End in Mind Habit 3 First Things First Habit 4 Think Win-Win Habit 5 Seek First to Understand, then to be Understood
Team potentially needing platform help; Informatica Support Model Consolidated Platform Support
Building the Team is first important before delivering support Shared Resources between Teams; Leveraging App Team for Offshore Support Training Support Understand their support needs and then tell the need for an SLA Reaching out to additional vendors Training, Certifications Tactical to Strategical Extending beyond Supporting to Consulting, Driving EA Engagement, 9i, 2003, Upgrade

Habit 6 Synergize Habit 7 Sharpen the Saw From Effectiveness to Habit 8 Greatness

18. Effective Business Writing (One Page)

19. Individual Emotional Reactions To Change

(Kubler Ross)

Kubler - Ross theory was based on peoples reactions to life changing information regarding their health and well being. The research showed that people tend to go through predictable reactions when faced with significant changes to their lives.

Responses to Change
ANGER
EFFORT TO REGAIN CONTROL

ACTIVE

ACCEPTANCE
POSITIVE

ACCEPTANCE
NEGATIVE

STABILITY
CHANGE ANNOUNCED

BARGAINING
MINIMIZE IMPACT

DENIAL
DEFENDING, REJECTING

TESTING
TRYING THE NEW

IMMOBILIZATION
FEAR, CONFUSION OVERWHELMED

DEPRESSION
FRUSTRATION, SENSE OF LOSS

PASSIVE TIME