The Art of Influence

One of The Keys to Effective Decision Making

The Art of Influence at P&G One of the Keys to Effective Decision Making

Introduction
Being able to attract others to your ideas is a critical skill to success, both at P&G and life in general. While all of us have practical experience and knowledge of how to do this, there are several nuances of how this skill is used at P&G. In this guide we will cover: What is influence? Why is influence important at P&G? What are the keys to effectively influencing others? What are some critical skills, tools, and additional resources? Better ideas through inquiry and the diversity of thought, experience, and local relevance. Better decisions through the exchange of data and different perspectives. Better execution through the increased ownership gained by early and broad involvement. This requires knowing how to collaborate effectively with others (including building consensus) in order to get your work done. We build talent primarily from within the organization. As such, many people work together for an extended part of their lives. We respect one another and strive to build sustained, high quality relationships. Relationships matter it is not just about getting results. Developing win/win solutions and having positive interactions with your colleagues is essential for long-term success. Much of the work we do is done through teams. P&Gs current organization structure is a significant source of sustained competitive advantage. Our structure fosters a highly collaborative environment, where much of the work is done through multifunctional teams. This benefits the Company through:

We hope that by sharing these insights each person will be able to contribute more to the business, as well as achieve higher levels of personal satisfaction.

What is Influence?
There are several definitions of influence, which include: Causing an effect in indirect ways without power of position or authority Building a network or coalition of support

Why is Effective Influencing Important?

P&G has several fundamental beliefs that have guided its business for decades. They underpin the reason why effective influencing is crucial to both business and personal success. Everyone is a leader at P&G. Everyone is expected to take the initiative to improve the Company as owners of the business. This requires people to advocate for their ideas as well as gain support for their work at all levels (above, below, and with their peers). People have a deep interest in the success of the business, and they want to be involved in decisions that will impact them. Expect others to build upon your ideas. This requires patience and persistence in gathering input and determining who can make the decision to proceed or not. Aligning P&G takes time, but once you have it great things can happen.

P&G is a principle based company. We make decisions that are always consistent with the Companys Purpose, Values, and Principles. In some situations the right answer may not initially be apparent, or there may be multiple viable solutions. In these cases, engaging others can ensure we make the appropriate decision.

We work from a superior understanding of our consumers, customers, and our operations. Data (facts) are used extensively to determine what we do and how we do it. As ideas are shared, those with the best understanding of the topic should be engaged to benefit from their knowledge, experience, and intuition about the business.

Myths About Influencing

There are several common myths about how to influence others. The logical argument will always win. I think my idea is right so others will too. Preparation and aligning others takes too long. Influence means manipulation. A hard sell will prevail. One meeting will seal the deal. I can do it by myself. I cant share my idea with others. Ill lose getting credit for it.

Step One - Developing a Clear Idea

To be able to influence others, you need to first be clear on what your idea is and why it has merit for others to consider pursuing it. To help clarify your idea, answer these questions: What is the specific problem you are trying to solve or opportunity to tackle? What (in one to two sentences) is the essence of what you are trying to do? What is your vision of success? Why would anyone support this? How would it be of benefit to them and to the organization?

Keys to Effective Influencing

There are three critical steps in influencing others:

The result should be a clear articulation of your idea, what success looks like, and supporting rationale. Tips Get to really know the business what is working, what the key opportunities are, etc. Become the expert in your part of the business. Be an effective business writer. Use the one page memo format to help clarify your thinking, including a recommendation, background, supporting data, next steps, and expectations of others Have a quick elevator speech ready in your mind that crystallizes what the idea is and what impact it will have. It will help you stay focused and aid in your communications with others. Data drives communication and decision-making at P&G. Know your facts. Be clear and compelling by including key benefits and risks. Ideas should align with the Companys Purpose, Values, and Principles as well as your organizations priorities. Check for a tight fit. Be willing to take calculated risks. Stretch beyond what is 100% guaranteed safe. Seek help from others they can be invaluable in sharpening your idea.

Please keep in mind that each organization has its own set of norms about how people exercise influence. The following methods, tips, skills, and resources represent the general foundations of influence across P&G. Use these as a starting point and then fine tune your skills based on your specific organization and leadership style.

Step Two - Aligning Others

You need to build a coalition of people who support your idea. It is important to include not only those who readily agree with you, but particularly those who are critical to implementation. Over time, you will build a network of resources who respect you. Remember, the best negotiators in the world spend four times more effort in preparing than doing. There are six steps to aligning others: 1. Identify the key stakeholders (high impact people). Who has a vested interest (might be impacted by your idea, feel responsible, etc.)? Who might want to provide a point of view? Who might oppose the idea? Who will make the final decision (and has it already been made)? 2. Focus on the high impact people and understand their needs. What is important to them? What are they passionate about? Would they oppose or support your idea? Why? What is it about their priorities/rewards/etc. that might influence them? 3. Determine the best means to appeal to different people. Who might help influence this person? Be willing to ask for it. What is the best forum and is it feasible? What is the best format (PowerPoint, talk sheet, informal discussion, pre-meeting, etc.)? What would hook them, and how will you keep them connected throughout the length of your effort (e.g., progress reports)? 4. Learn and speak P&Gs language There is a language within the Company that facilitates getting work done (e.g., acronyms and other terms). Learn what this is and use it in aligning others. Speak in simple, easy to understand terms. Metaphors and stories can be a powerful way to help communicate your idea. 5. Seek feedback early on and really listen View any reactions as an insight to build support and improve the idea. Respect their point of view listen, paraphrase, and confirm your understanding. Be able to effectively have a dialogue with others. Identify win/win options that reflect both your idea and their input. The result will be a broad group of interested/impacted people, who are engaged, have provided input, feel heard, improved the proposal, and also own the idea. 6. Escalate your idea if needed. Seek help from your manager, mentor, HR, etc. to engage others.

Tips As you seek alignment, be sensitive to: Any cross-cultural differences and their impact on how you engage people. Other peoples time. Respect it as a precious resource. Surprising others or causing them to lose face. Talk to them ahead of time. Choosing your battles wisely. Confidential data others may share with you. In seeking feedback: Be receptive; dont be defensive or overly emotional. Really hear what they are saying. Balance listening and being a passionate advocate of your idea. Recognize others ideas. Never degrade their perspective. Be prepared how to handle objections (agree, disagree, ignore, or build on it). Be aware of the different roles each function plays. Follow up on any requests/questions.

High

The Support Needed

Identify these high impact people and focus your time here.

Low
Their Influence

High

Step Three - Delivering Results

Ideas are only as valuable as the results they contribute to the business. There may be multiple approaches to implementing your idea. Choose the option that best achieves the objective and most effectively uses the Companys resources. Once this decision has been made: Get your idea built into the organizations formal list of priorities. Track the impact of your idea and whether it achieves the intended result. Capture and share what has been learned.

What Does Success Ultimately Look Like?

Effectively influencing others has many benefits, including: Building the business through the implementation of great ideas. Developing an environment and reputation of trust and respect of others. Higher levels of personal growth and satisfaction.

Action Steps to Increase Your Effectiveness at Influencing

Assess yourself versus the three key steps in effectively influencing others. In looking back at the last major effort you were leading How well did you apply the three steps of effective influencing? What worked well that you can leverage in the future? What specific steps might have helped you be more effective? What additional training on skills or tools might be of benefit to you?

The result will be the implementation of a great idea and the achievement of its objectives. Tips Dont assume your idea will be implemented just because a decision was made. Take the responsibility to put in place the necessary actions/systems to bring the idea to reality. When a decision is made, regardless of whether you agree or disagree with it, commit to the decision. Follow the direction you have been given as you move your idea forward (avoid second guessing direction).

Commit to practice this on your next idea.

Resources and Tools

Skill Written communication Building relationships and handling conflict Conducting meetings Working across cultures Tools Strategy development Work planning Team chartering Responsibility Charting (RACI) Product Launch (SIMPL) Monthly/Quarterly Letters Resources Memo writing training Positive Power and Influence training Relationship Building Toolkit Leads and Builds Collaborative Relationships (Success Driver Training) Meeting Management training Cultural Navigator Tool Purpose Helps make strategic choices Aligns individual work against the organizations priorities Team work, roles, membership Defines the various roles people play in making a decision Helps manage new product initiatives Shares information broadly on new ideas, projects, etc.

If you have any questions or need assistance, please contact your organizations Human Resource leader or Keith Lawrence ([email protected]).

Resources and Tools