When you pitch ideas

- [Narrator] Tatiana stands in the office lounge. - 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. Our communication building blocks from chapter one guide our influential attempts. - [Narrator] Over a white background, a list is titled, Pitching an idea. Number one, think about the people whose approval you need. - 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. - [Narrator] Number two, consider the decision-making style of the person. - 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 lining results? Or is this someone who is more emotional and makes decisions by processing the effects on people? Head or heart? - [Narrator] A line divides two point-form lists, one titled Thinker and one titled Feeler. - [Tatiana] Thinker or feeler? - [Narrator] Under Thinker, the points read evidence, facts, comparisons, and benchmarks. - [Tatiana] Your thinker needs evidence, facts, comparisons, and benchmarks. The heart decision-maker- - [Narrator] Under Feeler, the points read people benefited, values honored, and harmony upheld. - [Tatiana] Needs to make sure people will benefit, values will be honored, and harmony upheld. - [Narrator] On Pitching an idea, number three reads, consider the message. - [Tatiana] Then, consider your message. A great pattern of organization when pitching an idea- - [Narrator] Arrows sequentially connect three words, what, why, and how. - [Tatiana] Is the what, why, and how. - [Narrator] What is highlighted. - [Tatiana] Immediately overview what your suggestion is. - [Narrator] Why is highlighted. - [Tatiana] 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. - [Narrator] How is highlighted. - [Tatiana] Finally, explain to your decision-maker how your idea will be implemented. Prove feasibility. - [Narrator] All three words are highlighted. - [Tatiana] What, why, how. - [Narrator] We return to Tatiana. - 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. - [Narrator] Under the title What, a quote reads, "I need one additional representative to run point on this campaign with me." - [Tatiana] It's best to start with what your suggestion is. And you could say something like this. - [Employee] 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. - [Narrator] Under the title Why, a quote reads, "We calculated that the social media components alone are going to take 200 to 250 staffing hours. That's too much for one person." - [Tatiana] You can say something like this. - [Employee] 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, - [Narrator] Under the title Why, a quote reads, "The client loves the work we've done before, and I want to protect our reputation and the client's loyalty. - [Employee] 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. - [Narrator] Under the title How, a quote reads, "I realized 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?" - [Tatiana] You can say, - [Employee] 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? - [Narrator] We return to Tatiana. - 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. - [Narrator] Text appears beside Tatiana. Timing matters when you're influencing. - Timing matters when you try to influence, and 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. - [Narrator] Bullet points appear beside Tatiana. Point one, ask questions. - Finally, remember our listening building block? Train yourself to ask questions. - [Narrator] Point two, talk less. Point three, listen deeply. - 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.