- You may not be in sales as your actual profession,

but we all have times when we need to pitch an idea

and get the approval of others.

First, think about the people whose approval you need

and what's in it for them to agree.

If you can't think of a single way

in which your listener benefits from your idea,

you may need to rethink your plan.

People first in every pitch.

Consider the decision-making style

of the person you're trying to influence.

Is she more of an analytical thinker type

who makes decisions by processing data

and bottom line results?

Or is this someone who is more emotional

and makes decisions by processing the effects on people?

Head or heart?

Thinker or feeler?

Your thinker needs evidence, facts,

comparisons and benchmarks.

The heart decision-maker needs to make sure

people will benefit, values will be honored

and harmony upheld.

Then, consider your message.

A great pattern of organization

when pitching an idea is the what, why and how.

Immediately overview what your suggestion is.

Then, give two to three compelling reasons

why your idea is a good one.

Back up those reasons with solid evidence,

statistics, voice of the customer, case studies,

data, specific examples.

Make sure these reasons are aligned with the values

and the priorities of your decision-maker.

Finally, explain to your decision-maker

how your idea will be implemented.

Prove feasibility.

What, why, how.

Here's how you could influence someone

to add an additional rep to an account,

assuming you know the person you're speaking to with

tends to be a heart processor.

It's best to start with what your suggestion is.

And you could say something like this.

- [Male] I need one additional rep

to run point on this campaign with me.

- After you explain your suggestion,

explain why your idea is smart

and support ideas with evidence.

You can say something like this.

- [Male] We calculated that the social components alone

are going to take 200 to 250 staffing hours.

That's too much for one person.

- Now it's time to speak to the heart.

Talk about what's in it for the client by saying.

- [Male] The client loves the work that we've done before

and I want to protect our reputation

and the client's loyalty.

- Finally, explain how your idea will work.

You can say.

- [Male] I realize this adds significant costs,

so I've been looking at ways we can adjust the budget.

Can I get your thoughts on some suggestions I have?

- And that's how you use the what, why, how pattern.

When we influence,

we also want to consider the context building block.

Think carefully about your timing and location

and history with the decision-makers.

One of my coaching clients recently shared

some great news with his boss,

but his boss responded with apathy.

When I asked why, he said timing.

My boss was giving some detailed instructions

at the meeting and I think he just wanted to stay focused.

Timing matters when you try to influence.

An influence is just not one isolated message.

It's a campaign.

Talk to your decision-makers multiple times

with slightly different messages each time.

Perhaps you begin by dropping some subtle seeds,

working up to a suggestion,

and then, eventually a full-on request

for action or resources.

Influence is a campaign.

Train yourself to ask questions, talk less and listen

to deeply understand the needs of those

we're trying to influence.

The best pitches aren't just making a sale

or getting your way,

but they are about truly making life better

for someone else.

(bright music)