Pierre ELIAS12 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 reminder3) IPEM (Igor Pierre Elodie Maxim) Support Virlanie since 2001

Toolkit!1. Corporate Athlete2. Success Drivers/PVP

3. Message track

4. Marketing Framework Model

5. New Assignment Startup Model

6. Persuasive Sell

7. Performance, Image, Exposure (PIE)

8. Organization Performance Model (OPM)

9. Mind Mapping

10. 3 Buckets of the Team Leader Role

11. P&G Money Flow

12. Decision Making (PACE )

13. Effective Presentations (INSPIRE)

14. Positive Power & Influence (PPI)

15. Initiative & Project Management (SIMPL & SPM)

16. Work Life Balance (Jim Lafferty)

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

18. Effective Business Writing

19. Individual Emotional Reactions To ChangeI 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 !

Fully engaged

Strategically disengaged

10

5

1

101

Low energy

High energy

Fully engaged

Strategically disengaged

10

5

1

101

Low energy

High energy

current capacity training stress

Time > > > >

Stre

ss E

xposu

re >

> >

>

Current capacity

Desired capacity

current capacity training stress

Time > > > >

Stre

ss E

xposu

re >

> >

>

Current capacity

Desired capacity

Moving from Pushingto Being Pulled

4 Interconnected Typesof Energy

Oscillationis Key

Stress for Success

Create Positive Rituals

Age (time)

Vo

lum

e

Capacity

Demand

30

Age (time)

Vo

lum

e

Capacity

Demand

30

Life is coming at you fast: Capacity vs. Demand

What stories do YOU tell ?

95%

5%

non-conscious and automaticconscious and self-regulated

95%

5%

non-conscious and automaticconscious and self-regulated

EnergyManagement

Principles

FacingThe

Truth

Face the truth about your engagement !

DefiningPurpose

TakingAction

Train to spend and recover energy more efficiently

Recovery Zone

-E

nerg

y e

xpe

nd

iture

+Aerobic / Interval Training

Resistance Training

Flexibility Training

(including warm-up)30 minutes

20 minutes

10 minutes

Total Workout = 60 minutes

type duration

EXERCISE !

Get the right Fuel

• Expand your Emotional Energy: SHINE ON DEMAND

• Expand your Mental EnergyFOCUS AND VISUALIZE

• Expand your Spiritual EnergyDEVELOP CLARITY

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

What Drives You?

•Sense of Competition?

•Family?

•Adventure?

•What Else?

Feedback

Feelings

BeliefPerformance

Mind the Power of Self-Talk

The right story deepens your engagement and inspires you to take action toward your goal.

Successful personal change invariably equiresyou to change your story.

Write YOUR NEW Story !

the importance ofHabit and Routine

Positive Daily Rituals

Rituals represent the convergence of value, time, and energyput into… ACTION !!

ExpandingYour

EnergyCapacity

• 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

6 Keys for Building Positive Rituals

Be Accountable – Find Someone to be Your Accountability Partner

Fully engaged

Strategically disengaged

10

5

1

101

Low energy

High energy

Fully engaged

Strategically disengaged

10

5

1

101

Low energy

High energy

current capacity training stress

Time > > > >

Stre

ss E

xposu

re >

> >

>

Current capacity

Desired capacity

current capacity training stress

Time > > > >

Stre

ss E

xposu

re >

> >

>

Current capacity

Desired capacity

Moving from Pushingto Being Pulled

4 Interconnected Typesof Energy

Oscillationis Key

Stress for Success

Create Positive Rituals

Age (time)

Vo

lum

e

Capacity

Demand

30

Age (time)

Vo

lum

e

Capacity

Demand

30

Life is coming at you fast: Capacity vs. Demand

What stories do YOU tell ?

95%

5%

non-conscious and automaticconscious and self-regulated

95%

5%

non-conscious and automaticconscious and self-regulated

EnergyManagement

Principles

FacingThe

Truth

Face the truth about your engagement !

DefiningPurpose

TakingAction

Train to spend and recover energy more efficiently

Recovery Zone

-E

nerg

y e

xpe

nd

iture

+Aerobic / Interval Training

Resistance Training

Flexibility Training

(including warm-up)30 minutes

20 minutes

10 minutes

Total Workout = 60 minutes

type duration

EXERCISE !

Get the right Fuel

• Expand your Emotional Energy: SHINE ON DEMAND

• Expand your Mental EnergyFOCUS AND VISUALIZE

• Expand your Spiritual EnergyDEVELOP CLARITY

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

What Drives You?

•Sense of Competition?

•Family?

•Adventure?

•What Else?

Feedback

Feelings

BeliefPerformance

Mind the Power of Self-Talk

The right story deepens your engagement and inspires you to take action toward your goal.

Successful personal change invariably equiresyou to change your story.

Write YOUR NEW Story !

the importance ofHabit and Routine

Positive Daily Rituals

Rituals represent the convergence of value, time, and energyput into… ACTION !!

ExpandingYour

EnergyCapacity

• 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

6 Keys for Building Positive Rituals

Be Accountable – Find Someone to be Your Accountability Partner

Corporate AthleteManaging Energy for Full Engagement

1. Corporate Athlete

2. Success Drivers/PVP

JISordo – Communications – 2004

6

3. Message track

Message #1

•Supporting Point #1

•Supporting Point #2

•Supporting Point #3

Message #2

• Supporting Point #1

• Supporting Point #2

• Supporting Point #3

Message #3

• Supporting Point #1

• Supporting Point #2

• Supporting Point #3

Main Message:

Secondary Message

4. Marketing Framework Model

HOWWHAT

- Target- Prime Prospects

- Value Proposition- Marketing Plans

- Brand Equity- Communication Strategy

WHO

5. New Assignment Startup ModelMemo: New Assignment Start-up ModelAndy Walter, 11/29/01NEW ASSIGNMENT STARTUP MODELObjective:To have a vertical startup in a new assignment.Key Components(1 through 3 – Planning for Success)1. Pre-Assignment Planning2. Basis for New Assignment3. Hierarchy alignment Discussion / Contract4 through 10 – first 60 days)4. People5. Business6. Technology / Equipment7. Assessment8. Develop a Personal Action Plan9. Share assessment, personal game plan broadly10. Demonstrate visible signs of leadership

6. PERSUASIVE SELLING Format (PSF+)

A AGENDA

B BUSINESS REVIEW

C SUMMARY CLOSE

Selling Presentation for EACH Selling Idea

Summary of SituationState the IdeaExplain How it WorksReinforce BenefitsEasy Close

Summary of SituationState the IdeaExplain How it WorksReinforce BenefitsEasy Close

Summary of SituationState the IdeaExplain How it WorksReinforce BenefitsEasy Close

5 Steps PSF 5 Steps PSF 5 Steps PSF

©Alignment Strategies, Inc. 2003 10

PERFORMANCE Full utilization of skills and abilities Contributions Opportunity for development

IMAGE Results Reputation Credibility Savvy Style

EXPOSURE Visibility to Executive leadershipVisibility to broad networksCrucible rolesSponsorship

P IE

7. Performance, Image, Exposure Model (PIE)

February 26, 2008 GBS 3.0 – Win-In-Market Design

8. Organization Performance Model (OPM)

STRUCTURE

TASKS

DECISIONMAKING

PEOPLE

INFORMATION

STRATEGY

COMPELLING BUSINESS NEED

CULTURE

REWARDS

4.

9. Mind Mapping (Freemind)

Free, press insert and plot your key message

10. Three Buckets of the Team Leader Role

Team ExternalInternal

• Staffing Quality (Skill Sets) Quantity, Functions

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

• Co-Location (P&G)

• Location to Customer

• Situational Leadership II

• GM – Sponsorship/Support

• CBD Head Support

• Functional Agreement/Commitment

• Issue Sheet Format (Importance of good written communication)

• Training Ground for P&G Functional Training Summer Interns Adv. Interns

•Test/Learning “Lab” for MDO

•Good citizen of the MDO Global Training Data Sharing Share Best Practices

• President/Senior Management Strategic Alignment Set Priorities & Projects

• Senior Management Updates (At least Quarterly) Strategic Positioning Shopper Positioning

• Joint Business Plan • Agreed Measures with Score- cards

• Mirror Team

* OE – Support (HR) Team Charter

• Goals• Purpose• Vision• Mission• Action Plans

11. P&G Money Flow

Proprietary…. iRoot

Effec

tive

Dec

isio

n M

akin

g - B

ehav

ior Chan

ges

“P”

– Pr

oce

ss L

eader

Fr

om

To

Mul

tiple

“R’

s” b

elie

ve the

y ar

e re

spon

sibl

e fo

r dr

ivin

g de

cision

s.

D

rives

Dec

isio

n Pr

oces

s on

beh

alf of

“A

”

“R

” br

ings

one

alig

ned

reco

mm

enda

tion,

w

ith g

ener

al a

lignm

ent an

d bu

y-in

.

“P”

brin

gs w

ell-t

houg

ht-o

ut, f

ocus

ed o

ptio

ns to

“A,”

who

mak

es d

ecisio

n re

gard

less

of co

nsen

sus.

“R”

mus

t br

ing

all p

oten

tial s

take

hold

ers

into

pro

cess

, to

ensu

re rec

o is n

ot

over

turn

ed.

“P

” an

d “A

” ag

ree

in a

dvan

ce o

n lim

ited

num

ber

of s

take

hold

ers

to b

e in

volv

ed w

ho h

ave

know

ledg

e, d

ata,

and

adv

ice.

“R”

is e

xpec

ted

to tak

e as

muc

h tim

e as

ne

eded

to

get to

alig

ned,

“rig

ht”

answ

er.

Ti

min

g to

del

iver

opt

ions

is a

suc

cess

crit

erio

n fo

r “P

,” a

ligne

d w

ith “

A”

in a

dvan

ce.

Pl

ayin

g “R

” ro

le in

eve

ry d

ecisio

n is a

lway

s re

war

ded.

A p

erso

n w

ill b

e an

“P”

in a

han

dful

of de

cision

s,

and

anot

her ro

le in

oth

ers.

“A

” –

Appro

ves

From

To

“A”

ratifi

es the

con

sens

us d

ecisio

n

“A”

mak

es the

dec

isio

n, fro

m a

ser

ies

of w

ell-

deve

lope

d op

tions

pre

sent

ed b

y th

e “P

.”

D

ecisio

ns m

ay b

e ov

ertu

rned

by

“A’s

” m

anag

emen

t or

oth

er s

take

hold

ers.

Beca

use

of h

is/h

er e

xper

ienc

e an

d sk

ills,

“A

’s”

deci

sion

s w

ill not

be

over

turn

ed.

(“A

’s”

coac

h ot

hers

to

deve

lop

sim

ilar sk

ills/

expe

rienc

e so

the

y to

o ca

n be

“A

’s.”

)

No

disc

ussion

on

whi

ch typ

e of

dec

isio

n-m

akin

g ap

proa

ch to

use

– de

cision

-mak

ing

typi

cally

def

aults

to

“Str

ateg

ic/C

onse

nsus

” ap

proa

ch.

“A

” ac

tivel

y de

term

ines

how

dec

isio

n w

ill b

e m

ade

(Str

ateg

ic, T

ime-

Boun

ded,

C

reat

ive/

Expe

rtise)

before

wor

k be

gins

.

“C”

– Contr

ibute

s Fr

om

To

Onc

e a

deci

sion

has

bee

n m

ade,

“C

” m

ay

veto

or fa

il to

fol

low

thr

ough

on

impl

emen

tatio

n.

N

o-on

e ha

s ve

to rig

hts.

“C

” pr

ovid

es in

put to

all

deci

sion

s; e

ven

thos

e th

at d

o no

t di

rect

ly im

pact

his/h

er

area

.

“C

” ha

s la

rge

role

in o

nly

thos

e fe

w k

ey a

reas

di

rect

ly rel

ated

to

his/

her jo

b, a

s de

term

ined

by

“P.”

“C”

feel

s co

mpe

lled

to p

artic

ipat

e in

all

mee

tings

, to

be h

eard

, “ad

d va

lue,

” an

d el

evat

e ro

le in

the

dec

isio

n-m

akin

g pr

oces

s.

“C

” is rec

ogni

zed

and

rew

arde

d fo

r co

mm

unic

atin

g th

ough

ts thr

ough

“P,

” ve

rsus

“in

pe

rson

.”

“E

” –

Exec

ute

s Fr

om

To

Lead

ersh

ip e

qual

s cr

eatio

n, n

ot e

xecu

tion

– an

d ev

eryo

ne h

as to

lead

all

the

time.

Lead

ersh

ip is

a m

ix o

f cr

eatio

n an

d ex

ecut

ion.

Ex

ecut

iona

l exc

elle

nce

is n

ot rew

arde

d

Exec

utio

n w

ith e

xcel

lenc

e is e

xpec

ted.

Onc

e a

deci

sion

has

bee

n m

ade,

“E”

may

ve

to o

r fa

il to

fol

low

thr

ough

on

impl

emen

tatio

n.

Ex

ecut

ion

is e

xpec

ted

rega

rdle

ss o

f in

telle

ctua

l bu

y-in

.

12. Decision Making (PACE)

13. Effective Presentations (INSPIRE)

14. Positive Power & Influence (PPI)

DESIGN IntegratedBusiness

Proposition

QUALIFYthe

Initiative

Initiating

Closing

Monitoring &Controlling

Planning

Executing

Initiating

Closing

Monitoring &Controlling

Planning

Executing

The

Best

Scope

Time

Cost

Quality

Human Resources Procurement

Communication

Risk

INTEGRATIO

N

15. Project & Initiative Management (SPM & SIMPL)

16. Work Life Balance (15 Strategies) Jim Lafferty

1. Define your “5 roles” in life and Make choices

2. Use 1 schedule for your life

3. On the defining moments, choose family

4. Take real vacations

5. Master writing

6. Practice 80 to 20

7. Train your people

8. 30 minutes of exercise/day

9. Keep relationships well-fed

10. Leverage technology – be smart!

11. Develop a list of “100 things to do before you die” - go for at least 2/year

12. People rise to your highest expectations - or sink to your lowest. Trust & Delegate.

13. Use the “mother” rule

14. Integrate P&G and your life

15. 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

Habit 6 Synergize

Habit 7 Sharpen the Saw

Habit 8 From Effectiveness to Greatness

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

18. Effective Business Writing (One Page)

Responses to ChangeACTIVE

PASSIVE

TIME

STABILITY

IMMOBILIZATION

ANGER

DENIAL

BARGAINING

DEPRESSION

TESTING

ACCEPTANCE

ACCEPTANCE

CHANGE ANNOUNCED

FEAR, CONFUSIONOVERWHELMED

EFFORT TO REGAINCONTROL

DEFENDING, REJECTING

MINIMIZE IMPACT

FRUSTRATION, SENSE OF LOSS

NEGATIVE

POSITIVE

TRYING THE NEW

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.