Pierre ELIAS20+ Years in Business Top Tools I suggest you carry in your factbook

P&G (1997-2010): “Procter & Gamble is one of the best Business School on earth” Train, GIVE BACK Exchange Origin Energy (2010-2011): 8,000 staff. A small corporationBorealis (2012-2014): 150 staff. Small to Medium EntrepriseQUU (2016-Present): 1,200 staff. Water Industry

* 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 (Supports Virlanie since 2001)

Toolkit!1. P&G: Corporate Athlete2. P&G: Success Drivers/PVP3. P&G: Message track4. P&G: Marketing Framework Model5. P&G: New Assignment Startup Model6. P&G: Persuasive Sell7. P&G: Performance, Image, Exposure (PIE)8. P&G: Organization Performance Model (OPM)9. P&G: Mind Mapping10. P&G: 3 Buckets of the Team Leader Role11. P&G: P&G Money Flow12. P&G: Decision Making (PACE )13. P&G: Effective Presentations (INSPIRE)14. P&G: Positive Power & Influence (PPI)15. P&G: Initiative & Project Management (SIMPL & SPM)16. P&G: Work Life Balance (Jim Lafferty)17. P&G: The 8 habits of highly effective people (Stephen Covey)

18. P&G: Effective Business Writing19. P&G: 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), The Landmark…)

20. Origin Energy: Margerison-Mccann Team Management Profile21. Origin Energy: The Leadership Circle22. LHH: Wealth Dynamics23. Origin Energy: Zaffyre24. Origin Energy Spiral Dynamics25. Origin Energy: EWK Capability Framework26. Origin Energy: Negotiating:IVEY Mgt Services

Borealis?, QUU? Pending

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

xpos

ure

> >

> >

Current capacity

Desired capacity

current capacity training stress

Time > > > >

Stre

ss E

xpos

ure

> >

> >

Current capacity

Desired capacity

Moving from Pushingto Being Pulled

4 Interconnected Typesof Energy

Oscillationis Key

Stress for Success

Create Positive Rituals

Age (time)

Volu

me

Capacity

Demand

30

Age (time)

Volu

me

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 ex

pend

iture

+Aerobic / Interval Training

Resistance TrainingFlexibility Training

(including warm-up)30 minutes

20 minutes10 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

xpos

ure

> >

> >

Current capacity

Desired capacity

current capacity training stress

Time > > > >

Stre

ss E

xpos

ure

> >

> >

Current capacity

Desired capacity

Moving from Pushingto Being Pulled

4 Interconnected Typesof Energy

Oscillationis Key

Stress for Success

Create Positive Rituals

Age (time)

Volu

me

Capacity

Demand

30

Age (time)

Volu

me

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 ex

pend

iture

+Aerobic / Interval Training

Resistance TrainingFlexibility Training

(including warm-up)30 minutes

20 minutes10 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

Decis

ion

Mak

ing

- Beh

avio

r Cha

nges

“P” –

Pro

cess

Lead

er

From

To

Mult

iple “

R’s” b

eliev

e the

y are

respo

nsibl

e fo

r driv

ing de

cision

s.

Drive

s Dec

ision P

roce

ss on

beha

lf of “

A”

“R

” brin

gs on

e alig

ned r

ecom

mend

ation

, wi

th ge

neral

align

ment

and b

uy-in

.

“P” b

rings

well

-thou

ght-o

ut, f

ocus

ed op

tions

to

“A,”

who m

akes

decis

ion re

gard

less o

f con

sens

us.

“R

” mus

t brin

g all p

oten

tial s

takeh

olders

int

o pro

cess,

to en

sure

reco i

s not

ov

ertur

ned.

“P

” and

“A” a

gree

in ad

vanc

e on l

imite

d num

ber

of st

akeh

olders

to be

invo

lved w

ho ha

ve

know

ledge

, data

, and

advic

e.

“R” i

s exp

ected

to ta

ke as

muc

h tim

e as

need

ed to

get t

o alig

ned,

“righ

t” an

swer.

Timing

to de

liver

optio

ns is

a su

cces

s crit

erion

for

“P,”

align

ed w

ith “A

” in a

dvan

ce.

Pla

ying “

R” ro

le in

every

decis

ion is

alwa

ys rew

arded

.

A pe

rson w

ill be

an “P

” in a

hand

ful o

f dec

isions

, an

d ano

ther

role

in ot

hers.

“A” –

App

rove

s Fr

om

To

“A

” rati

fies t

he co

nsen

sus d

ecisio

n

“A” m

akes

the d

ecisio

n, fro

m a s

eries

of w

ell-

deve

loped

optio

ns pr

esen

ted by

the “

P.”

De

cision

s may

be ov

ertur

ned b

y “A’

s”

mana

geme

nt or

othe

r stak

ehold

ers.

Be

caus

e of h

is/he

r exp

erien

ce an

d skil

ls, “A

’s”

decis

ions w

ill not b

e ove

rturn

ed. (

“A’s”

coac

h ot

hers

to de

velop

simi

lar sk

ills/ex

perie

nce s

o the

y to

o can

be “A

’s.”)

No

discu

ssion

on w

hich t

ype o

f dec

ision-

makin

g app

roac

h to u

se –

decis

ion-m

aking

typ

ically

defau

lts to

“Stra

tegic/

Cons

ensu

s”

appr

oach

.

“A

” acti

vely

deter

mine

s how

decis

ion w

ill be

ma

de (S

trateg

ic, Ti

me-B

ound

ed,

Crea

tive/E

xpert

ise) before w

ork b

egins

.

“C

” – C

ontri

bute

s Fr

om

To

On

ce a

decis

ion ha

s bee

n mad

e, “C

” may

ve

to or

fail t

o foll

ow th

roug

h on

imple

ment

ation

.

No

-one

has v

eto rig

hts.

“C

” pro

vides

inpu

t to a

ll dec

isions

; eve

n th

ose t

hat d

o not

direc

tly im

pact

his/he

r are

a.

“C

” has

larg

e role

in on

ly th

ose f

ew ke

y area

s dir

ectly

relat

ed to

his/h

er job

, as d

eterm

ined b

y “P

.”

“C” f

eels

comp

elled

to pa

rticip

ate in

all

meeti

ngs,

to be

heard

, “ad

d valu

e,” an

d ele

vate

role

in th

e dec

ision-

makin

g pro

cess.

“C

” is r

ecog

nized

and r

eward

ed fo

r co

mmun

icatin

g tho

ught

s thr

ough

“P,”

versu

s “in

perso

n.”

“E

” – E

xecu

tes

From

To

Lead

ership

equa

ls cre

ation

, not

exec

ution

– an

d eve

ryone

has t

o lea

d all t

he tim

e.

Lead

ership

is a

mix o

f crea

tion a

nd ex

ecut

ion.

Ex

ecut

ional

exce

llenc

e is n

ot re

ward

ed

Ex

ecut

ion w

ith ex

celle

nce i

s exp

ected

.

Once

a de

cision

has b

een m

ade,

“E” m

ay

veto

or fa

il to f

ollow

thro

ugh o

n im

pleme

ntati

on.

Ex

ecut

ion is

expe

cted r

egard

less o

f intel

lectu

al 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 Lafferty1. 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.

20. Margerison-Mccann Team Management Profile

21. The Leadership Circle

22. Wealth Dynamics

23. Zaffyre

24. Spiral Dynamics

25. EWK Capability Framework

26. Negotiating:IVEY MANAGEMENT SERVICES

The top ten ways that culture canaffect your negotiation