Women Empowerment – Workshop 9 (Effective Negotiation)
The Appleton Greene Corporate Training Program (CTP) for Women Empowerment is provided by Ms. Tull Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
If you would like to view the Client Information Hub (CIH) for this program, please Click Here
Learning Provider Profile
Ms. Tull is a Certified Learning Provider (CLP) with Appleton Greene. She has over 25 years of experience in coaching, consulting and training CEO’s and executives. She specializes in the areas of personal and professional development and leadership. She is passionate about empowering women in the workplace equipping them with leadership skills and helping them to reveal their unique value, so they can reach their true potential and make a bigger impact. She has industry experience in the following sectors: Technology, Financial Services, Biomedical, Consultancy and Healthcare. She has commercial experience in the following countries: United States, Canada, England, Mexico and Sweden. More specifically within the following cities: Austin, TX; Houston, TX; Dallas, TX; Los Angeles, CA; New York City NY; St. Louis, MS; Virginia Beach, VA; Chicago IL. Her personal achievements include 17 yrs. as Founder/CEO of Silverlining Concepts, LLC where she empowers business owners and leaders to own their value and earn their worth, Certified Money Breakthrough Method Coach, Best-selling Author of a book about owning your value, so you can earn your worth in the workplace, Executive Contributor to Huffington Post, Biz Journals and Brainz Magazine, featured on the Brainz 500 Global list 2021. She also is a co-host on a national TV show- that focuses on bringing more light and positivity to the world. Her service skills include; leadership development, executive coaching, business strategy, sales and marketing strategies, mindset shifting and advanced communications and presentation skills.
MOST Analysis
Mission Statement
Mission: Becoming an Effective Negotiator – Great negotiators have the necessary knowledge, experience, and skills to navigate the negotiation process with all of its rules, rituals, strategies, and tactics in a way that achieves mutually acceptable results. They also do it in a manner that enhances the relationship they have with their counterpart. In this training, we will learn powerful and effective skills that can help us negotiate anything. Becoming a better negotiator can help us get a larger share of what you want, attain more of our goals, and improve the quality of our life all around.
Objectives
01.What’s Negotiation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Personality Traits: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Building Rapport: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Creating Value: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Business Negotiation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Negotiation Skills: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Negotiation Strategies: departmental SWOT analysis; strategy research & development. 1 Month
08. Conflict Resolution: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Win-Win Negotiation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Successful Dealmaking: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Telephone Negotiations: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Persistence Power: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. What’s Negotiation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Personality Traits: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Building Rapport: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Creating Value: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Business Negotiation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Negotiation Skills: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Negotiation Strategies: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Conflict Resolution: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Win-Win Negotiation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Successful Dealmaking: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Telephone Negotiations: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Persistence Power: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze What’s Negotiation.
02. Create a task on your calendar, to be completed within the next month, to analyze Personality Traits.
03. Create a task on your calendar, to be completed within the next month, to analyze Building Rapport.
04. Create a task on your calendar, to be completed within the next month, to analyze Creating Value.
05. Create a task on your calendar, to be completed within the next month, to analyze Business Negotiation.
06. Create a task on your calendar, to be completed within the next month, to analyze Negotiation Skills.
07. Create a task on your calendar, to be completed within the next month, to analyze Negotiation Strategies.
08. Create a task on your calendar, to be completed within the next month, to analyze Conflict Resolution.
09. Create a task on your calendar, to be completed within the next month, to analyze Win-Win Negotiation.
10. Create a task on your calendar, to be completed within the next month, to analyze Successful Dealmaking.
11. Create a task on your calendar, to be completed within the next month, to analyze Telephone Negotiations.
12. Create a task on your calendar, to be completed within the next month, to analyze Persistence Power.
Introduction
The act of negotiating can be found almost anywhere in our daily lives. From attempting to obtain that corporate promotion to obtaining perks or a lower price on the items you wish to purchase.
Without a doubt, negotiation skills are an important part of doing business. The ability to negotiate effectively is more valuable than ever in today’s hyper-connected and increasingly competitive market.
History:
The term negotiation is derived from two Latin terms, negare otium, which mean “to deny leisure.” “Deny leisure” becomes “business” in French and Spanish. Despite the fact that the word is Latin-derived, the behavior predates that culture by approximately 200,000 years, dating back to the evolution of Homo sapiens as a species.
Throughout all of those years, humans had four basic methods for resolving disputes or solving problems. We’ve taken some liberties and dubbed them the four M’s: Might, Market, Mutual Interests, and iMagination. Anthropologists believe that for approximately 190,000 of those years, we mostly relied on our imagination. Small migrating bands of hunter-gatherers sat around campfires in the southeastern African savannahs, combining their imaginations to invent the best ways to survive.
Humans used their collective imaginations and long-term relationships around those campfires to survive and develop even better ways to live.
However, we have somehow lost these interaction skills that promoted our species’ survival. Americans, in particular, are hampered by our own culture when it comes to negotiating inventively.
Consider your own strategies for negotiating in the twenty-first century.
A businessperson’s ability to negotiate is now more important than ever for their own success as well as the success of their company. Even the most seasoned professionals can find the art of negotiation intimidating at times.
There is a process you can follow when negotiating on your own or on behalf of your company to ensure that you get the best deal for yourself and your business. Learning and adapting this process takes skill and practice.
Negotiation that is tactful and effective results in positive outcomes that are mutually beneficial. Understanding the intentions and goals of others allows you to develop creative solutions and restart stalled negotiations.
Negotiation skills also increase respect. Respect is essential in business. It is critical that your employees respect you if you want to get the most out of them, and it is equally important that vendors, clients, and anyone else with whom you may be negotiating with respect you.
Since negotiation is a necessary skill for your life and career, approaching negotiation as an art allows us to view negotiation not only as something that can be learned but also as something that can be honed through experience. Just as the greatest jazz musicians have mastered the ability to riff off one another, a negotiator must master the ability to lead laterally while bargaining. This is a key lesson for anyone engaged in negotiation. Jazz musicians must be excellent listeners. However, it is widely assumed in the business world that negotiation is mostly about talking and that the best negotiators are frequently the best conversationalists. That viewpoint overlooks perhaps the most important aspect of negotiation which is listening. You must listen to uncover what your counterpart really wants.
The Effective Negotiation Workshop is designed to prepare you to become the most Effective Negotiator you can be. Great negotiators have the necessary knowledge, experience, and skills to navigate the negotiation process with all of its rules, rituals, strategies, and tactics in a way that achieves mutually acceptable results. They also do it in a manner that enhances the relationship they have with their counterpart. In this training, we will learn powerful and effective skills that can help us negotiate anything. Becoming a better negotiator can help us get a larger share of what we want, attain more of our goals, and improve the quality of our life all around.
Executive Summary
Most companies today look for people who can negotiate. Every day, businesses face situations that necessitate the use of negotiation by their employees. A skilled negotiator is in high demand in the job market. When interviewing candidates, companies frequently look for someone who can:
• Encourage teamwork within the organization by establishing clear goals and objectives before entering into a negotiation.
• Manage the negotiation process’s expectations so that employees approach a deal logically rather than emotionally.
Many people fear negotiation, despite the fact that they negotiate on a regular, if not daily, basis. Most of us will engage in formal negotiations at some point in our lives, whether it’s discussing the terms of a job offer with a recruiter, haggling over the price of a new car, or hammering out a contract with a supplier.
Then there are the more informal, less obvious negotiations we engage in on a daily basis, such as convincing a toddler to eat his peas, resolving a disagreement with a coworker, or convincing a client to accept a late delivery.
“Whether you like it or not, you are a negotiator… “Everyone negotiates something every day,” write Roger Fisher, William Ury, and Bruce Patton in Getting to Yes: Negotiating Agreement Without Giving In, a seminal book on negotiating.
What do these negotiations have in common, and what tools should we employ to get what we need out of our everyday, large, and small, negotiations?
In the Effective Negotiation workshop, we will equip you with the knowledge, experience, and skills to successfully navigate the negotiation process. This training will teach powerful and effective negotiating skills that will help us in any situation. Becoming a better negotiator can help us get more of what we want, achieve more of our goals, and improve the overall quality of our life.
There are 12 courses (or focus areas) in the Effective Negotiation Workshop that will assist in acquiring these skills.
Here’s what we’ll be covering:
1. What’s Negotiation: Your entire world is a negotiation table. We want a variety of things, including prestige, freedom, money, justice, status, love, security, and recognition. Some of us know how to get what we want better than others. You will be one of those people after completing this workshop and understanding and mastering the art of negotiation. This first course will teach you all the ins and outs of what negotiation is.
2. Personality Traits: We bring our distinct personalities and styles to the table during negotiation and conflict resolution. There is much we can do to improve our negotiation performance, such as thorough preparation and employing tried-and-true persuasion strategies. Should we, however, try to adapt our negotiation and conflict resolution styles to our partners? Do individual differences matter in negotiation, and if so, how do they manifest themselves? In this lesson, we look at new research that connects individual traits to negotiation outcomes and offer suggestions for how you can use this knowledge to improve your relationships and your results.
3. Building Rapport: Connecting with others is a professional and personal skill that we use on a daily basis. Rapport is a connection or relationship with another person. The process of developing that connection with someone else is known as rapport building. This is a key element in the negotiation process. In this course you will learn this powerful skill.
4. Creating Value: Businesses would not survive if value creation did not exist. They require value creation to provide financial well-being and to remain competitive in the marketplace, and consumers require value creation to provide the products and services we require in our daily lives. It’s critical to create time and space in a business for value creation. In this lesson, we’ll show you how.
5. Business Negotiation: Negotiation is an essential ingredient for advancing in the workplace. Because your position in your organization is almost always subject to negotiation the value of negotiation in business and your career cannot be overstated. In this course, we will learn the 6- Step Business Negotiation Process to use when negotiating for yourself or on behalf of your company and we’ll also reveal the Top 3 Success Tips in business negotiation.
6. Negotiation Skills: Negotiation skills are the abilities that allow two or more parties to reach an agreement. Communication, persuasion, planning, strategizing, and cooperating are all examples of soft skills. Understanding these abilities is the first step toward becoming a more effective negotiator. This course shares the 12 essential negotiation skills you’ll need to be successful. We also will dive deep into how to use emotional intelligence to achieve your professional goals more quickly.
7. Negotiation Strategies: We don’t have a choice whether or not to negotiate when doing business. The only option is how well we negotiate. Supervisors use negotiating strategies and skills to motivate employees, set budgets and timelines, employees negotiate for promotions and raises, parents negotiate with their children to clean up, and spouses negotiate every time they decide how to manage their time or finances. While there are numerous negotiation strategies available, using a mutual-gains approach is highly recommended. In this lesson, we cover the 6 most Powerful Negotiation Strategies and how to use them. You’ll also learn top tips to overcome common challenges in negotiation.
8. Conflict Resolution: Conflict in business is all too common, especially in times of increased business pressures. Even so, most of us lack basic conflict resolution skills. Rather than reacting to conflict solely on an emotional level, you can learn how to manage disputes and disagreements positively, or even avoid them entirely. Conflict resolution skills are required for a wide variety of positions in many industries. This requirement is based on the fact that conflict reduces productivity and creates a difficult work environment, resulting in unwanted staff turnover and low morale. In this course you will discover the Conflict Resolution Process and skills and how to best implement everything into your business practice.
9. Win-Win Negotiation: A win-win negotiation is achieved when both parties consider each other’s interests. A critical aspect of win-win negotiations is that the agreement cannot be improved further. To achieve this result, both parties must come up with innovative solutions that benefit both. In this lesson you will get to experience 3 strong example of the Win-Win Style of Negotiation as well as, 5 Effective Win-Win Strategies.
10. Successful Dealmaking: Whether you’re negotiating your next promotion or brokering a multi-million-dollar sale, closing the deal matters. In this course you will learn exactly what a business deal is, discover the different types of business deals along with examples and get access to helpful tips on how to make your business deals successful.
11. Telephone Negotiations: Negotiations are increasingly taking place through channels other than face-to-face meetings. Certain sections or parts of the negotiation may take place over the phone or via email, and in some cases the entire negotiation may take place in this manner. The communication channel used to conduct the negotiation will influence the dynamics of the entire negotiation process. In this lesson, we will go over the common challenges in using a non-face to face approach as well as best practices when negotiating via phone or email.
12. Persistence Power: Persistent and tenacious negotiators can shift the balance of power in their favor during a negotiation. In this course you will learn the power of being persist during the negotiation process and 3 tips to maintain our enthusiasm and move on from rejection without losing our persistence. Ultimately, persistence is and will continue to be the distinguishing characteristic of successful people. Long-term success will be determined by our ability to persist.
Curriculum
Women Empowerment – Workshop 9 – Effective Negotiation
- What’s Negotiation
- Personality Traits
- Building Rapport
- Creating Value
- Business Negotiation
- Negotiation Skills
- Negotiation Strategies
- Conflict Resolution
- Win-Win Negotiation
- Successful Dealmaking
- Telephone Negotiations
- Persistence Power
Distance Learning
Introduction
Welcome to Appleton Greene and thank you for enrolling on the Women Empowerment corporate training program. You will be learning through our unique facilitation via distance-learning method, which will enable you to practically implement everything that you learn academically. The methods and materials used in your program have been designed and developed to ensure that you derive the maximum benefits and enjoyment possible. We hope that you find the program challenging and fun to do. However, if you have never been a distance-learner before, you may be experiencing some trepidation at the task before you. So we will get you started by giving you some basic information and guidance on how you can make the best use of the modules, how you should manage the materials and what you should be doing as you work through them. This guide is designed to point you in the right direction and help you to become an effective distance-learner. Take a few hours or so to study this guide and your guide to tutorial support for students, while making notes, before you start to study in earnest.
Study environment
You will need to locate a quiet and private place to study, preferably a room where you can easily be isolated from external disturbances or distractions. Make sure the room is well-lit and incorporates a relaxed, pleasant feel. If you can spoil yourself within your study environment, you will have much more of a chance to ensure that you are always in the right frame of mind when you do devote time to study. For example, a nice fire, the ability to play soft soothing background music, soft but effective lighting, perhaps a nice view if possible and a good size desk with a comfortable chair. Make sure that your family know when you are studying and understand your study rules. Your study environment is very important. The ideal situation, if at all possible, is to have a separate study, which can be devoted to you. If this is not possible then you will need to pay a lot more attention to developing and managing your study schedule, because it will affect other people as well as yourself. The better your study environment, the more productive you will be.
Study tools & rules
Try and make sure that your study tools are sufficient and in good working order. You will need to have access to a computer, scanner and printer, with access to the internet. You will need a very comfortable chair, which supports your lower back, and you will need a good filing system. It can be very frustrating if you are spending valuable study time trying to fix study tools that are unreliable, or unsuitable for the task. Make sure that your study tools are up to date. You will also need to consider some study rules. Some of these rules will apply to you and will be intended to help you to be more disciplined about when and how you study. This distance-learning guide will help you and after you have read it you can put some thought into what your study rules should be. You will also need to negotiate some study rules for your family, friends or anyone who lives with you. They too will need to be disciplined in order to ensure that they can support you while you study. It is important to ensure that your family and friends are an integral part of your study team. Having their support and encouragement can prove to be a crucial contribution to your successful completion of the program. Involve them in as much as you can.
Successful distance-learning
Distance-learners are freed from the necessity of attending regular classes or workshops, since they can study in their own way, at their own pace and for their own purposes. But unlike traditional internal training courses, it is the student’s responsibility, with a distance-learning program, to ensure that they manage their own study contribution. This requires strong self-discipline and self-motivation skills and there must be a clear will to succeed. Those students who are used to managing themselves, are good at managing others and who enjoy working in isolation, are more likely to be good distance-learners. It is also important to be aware of the main reasons why you are studying and of the main objectives that you are hoping to achieve as a result. You will need to remind yourself of these objectives at times when you need to motivate yourself. Never lose sight of your long-term goals and your short-term objectives. There is nobody available here to pamper you, or to look after you, or to spoon-feed you with information, so you will need to find ways to encourage and appreciate yourself while you are studying. Make sure that you chart your study progress, so that you can be sure of your achievements and re-evaluate your goals and objectives regularly.
Self-assessment
Appleton Greene training programs are in all cases post-graduate programs. Consequently, you should already have obtained a business-related degree and be an experienced learner. You should therefore already be aware of your study strengths and weaknesses. For example, which time of the day are you at your most productive? Are you a lark or an owl? What study methods do you respond to the most? Are you a consistent learner? How do you discipline yourself? How do you ensure that you enjoy yourself while studying? It is important to understand yourself as a learner and so some self-assessment early on will be necessary if you are to apply yourself correctly. Perform a SWOT analysis on yourself as a student. List your internal strengths and weaknesses as a student and your external opportunities and threats. This will help you later on when you are creating a study plan. You can then incorporate features within your study plan that can ensure that you are playing to your strengths, while compensating for your weaknesses. You can also ensure that you make the most of your opportunities, while avoiding the potential threats to your success.
Accepting responsibility as a student
Training programs invariably require a significant investment, both in terms of what they cost and in the time that you need to contribute to study and the responsibility for successful completion of training programs rests entirely with the student. This is never more apparent than when a student is learning via distance-learning. Accepting responsibility as a student is an important step towards ensuring that you can successfully complete your training program. It is easy to instantly blame other people or factors when things go wrong. But the fact of the matter is that if a failure is your failure, then you have the power to do something about it, it is entirely in your own hands. If it is always someone else’s failure, then you are powerless to do anything about it. All students study in entirely different ways, this is because we are all individuals and what is right for one student, is not necessarily right for another. In order to succeed, you will have to accept personal responsibility for finding a way to plan, implement and manage a personal study plan that works for you. If you do not succeed, you only have yourself to blame.
Planning
By far the most critical contribution to stress, is the feeling of not being in control. In the absence of planning we tend to be reactive and can stumble from pillar to post in the hope that things will turn out fine in the end. Invariably they don’t! In order to be in control, we need to have firm ideas about how and when we want to do things. We also need to consider as many possible eventualities as we can, so that we are prepared for them when they happen. Prescriptive Change, is far easier to manage and control, than Emergent Change. The same is true with distance-learning. It is much easier and much more enjoyable, if you feel that you are in control and that things are going to plan. Even when things do go wrong, you are prepared for them and can act accordingly without any unnecessary stress. It is important therefore that you do take time to plan your studies properly.
Management
Once you have developed a clear study plan, it is of equal importance to ensure that you manage the implementation of it. Most of us usually enjoy planning, but it is usually during implementation when things go wrong. Targets are not met and we do not understand why. Sometimes we do not even know if targets are being met. It is not enough for us to conclude that the study plan just failed. If it is failing, you will need to understand what you can do about it. Similarly if your study plan is succeeding, it is still important to understand why, so that you can improve upon your success. You therefore need to have guidelines for self-assessment so that you can be consistent with performance improvement throughout the program. If you manage things correctly, then your performance should constantly improve throughout the program.
Study objectives & tasks
The first place to start is developing your program objectives. These should feature your reasons for undertaking the training program in order of priority. Keep them succinct and to the point in order to avoid confusion. Do not just write the first things that come into your head because they are likely to be too similar to each other. Make a list of possible departmental headings, such as: Customer Service; E-business; Finance; Globalization; Human Resources; Technology; Legal; Management; Marketing and Production. Then brainstorm for ideas by listing as many things that you want to achieve under each heading and later re-arrange these things in order of priority. Finally, select the top item from each department heading and choose these as your program objectives. Try and restrict yourself to five because it will enable you to focus clearly. It is likely that the other things that you listed will be achieved if each of the top objectives are achieved. If this does not prove to be the case, then simply work through the process again.
Study forecast
As a guide, the Appleton Greene Women Empowerment corporate training program should take 12-18 months to complete, depending upon your availability and current commitments. The reason why there is such a variance in time estimates is because every student is an individual, with differing productivity levels and different commitments. These differentiations are then exaggerated by the fact that this is a distance-learning program, which incorporates the practical integration of academic theory as an as a part of the training program. Consequently all of the project studies are real, which means that important decisions and compromises need to be made. You will want to get things right and will need to be patient with your expectations in order to ensure that they are. We would always recommend that you are prudent with your own task and time forecasts, but you still need to develop them and have a clear indication of what are realistic expectations in your case. With reference to your time planning: consider the time that you can realistically dedicate towards study with the program every week; calculate how long it should take you to complete the program, using the guidelines featured here; then break the program down into logical modules and allocate a suitable proportion of time to each of them, these will be your milestones; you can create a time plan by using a spreadsheet on your computer, or a personal organizer such as MS Outlook, you could also use a financial forecasting software; break your time forecasts down into manageable chunks of time, the more specific you can be, the more productive and accurate your time management will be; finally, use formulas where possible to do your time calculations for you, because this will help later on when your forecasts need to change in line with actual performance. With reference to your task planning: refer to your list of tasks that need to be undertaken in order to achieve your program objectives; with reference to your time plan, calculate when each task should be implemented; remember that you are not estimating when your objectives will be achieved, but when you will need to focus upon implementing the corresponding tasks; you also need to ensure that each task is implemented in conjunction with the associated training modules which are relevant; then break each single task down into a list of specific to do’s, say approximately ten to do’s for each task and enter these into your study plan; once again you could use MS Outlook to incorporate both your time and task planning and this could constitute your study plan; you could also use a project management software like MS Project. You should now have a clear and realistic forecast detailing when you can expect to be able to do something about undertaking the tasks to achieve your program objectives.
Performance management
It is one thing to develop your study forecast, it is quite another to monitor your progress. Ultimately it is less important whether you achieve your original study forecast and more important that you update it so that it constantly remains realistic in line with your performance. As you begin to work through the program, you will begin to have more of an idea about your own personal performance and productivity levels as a distance-learner. Once you have completed your first study module, you should re-evaluate your study forecast for both time and tasks, so that they reflect your actual performance level achieved. In order to achieve this you must first time yourself while training by using an alarm clock. Set the alarm for hourly intervals and make a note of how far you have come within that time. You can then make a note of your actual performance on your study plan and then compare your performance against your forecast. Then consider the reasons that have contributed towards your performance level, whether they are positive or negative and make a considered adjustment to your future forecasts as a result. Given time, you should start achieving your forecasts regularly.
With reference to time management: time yourself while you are studying and make a note of the actual time taken in your study plan; consider your successes with time-efficiency and the reasons for the success in each case and take this into consideration when reviewing future time planning; consider your failures with time-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future time planning; re-evaluate your study forecast in relation to time planning for the remainder of your training program to ensure that you continue to be realistic about your time expectations. You need to be consistent with your time management, otherwise you will never complete your studies. This will either be because you are not contributing enough time to your studies, or you will become less efficient with the time that you do allocate to your studies. Remember, if you are not in control of your studies, they can just become yet another cause of stress for you.
With reference to your task management: time yourself while you are studying and make a note of the actual tasks that you have undertaken in your study plan; consider your successes with task-efficiency and the reasons for the success in each case; take this into consideration when reviewing future task planning; consider your failures with task-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future task planning; re-evaluate your study forecast in relation to task planning for the remainder of your training program to ensure that you continue to be realistic about your task expectations. You need to be consistent with your task management, otherwise you will never know whether you are achieving your program objectives or not.
Keeping in touch
You will have access to qualified and experienced professors and tutors who are responsible for providing tutorial support for your particular training program. So don’t be shy about letting them know how you are getting on. We keep electronic records of all tutorial support emails so that professors and tutors can review previous correspondence before considering an individual response. It also means that there is a record of all communications between you and your professors and tutors and this helps to avoid any unnecessary duplication, misunderstanding, or misinterpretation. If you have a problem relating to the program, share it with them via email. It is likely that they have come across the same problem before and are usually able to make helpful suggestions and steer you in the right direction. To learn more about when and how to use tutorial support, please refer to the Tutorial Support section of this student information guide. This will help you to ensure that you are making the most of tutorial support that is available to you and will ultimately contribute towards your success and enjoyment with your training program.
Work colleagues and family
You should certainly discuss your program study progress with your colleagues, friends and your family. Appleton Greene training programs are very practical. They require you to seek information from other people, to plan, develop and implement processes with other people and to achieve feedback from other people in relation to viability and productivity. You will therefore have plenty of opportunities to test your ideas and enlist the views of others. People tend to be sympathetic towards distance-learners, so don’t bottle it all up in yourself. Get out there and share it! It is also likely that your family and colleagues are going to benefit from your labors with the program, so they are likely to be much more interested in being involved than you might think. Be bold about delegating work to those who might benefit themselves. This is a great way to achieve understanding and commitment from people who you may later rely upon for process implementation. Share your experiences with your friends and family.
Making it relevant
The key to successful learning is to make it relevant to your own individual circumstances. At all times you should be trying to make bridges between the content of the program and your own situation. Whether you achieve this through quiet reflection or through interactive discussion with your colleagues, client partners or your family, remember that it is the most important and rewarding aspect of translating your studies into real self-improvement. You should be clear about how you want the program to benefit you. This involves setting clear study objectives in relation to the content of the course in terms of understanding, concepts, completing research or reviewing activities and relating the content of the modules to your own situation. Your objectives may understandably change as you work through the program, in which case you should enter the revised objectives on your study plan so that you have a permanent reminder of what you are trying to achieve, when and why.
Distance-learning check-list
Prepare your study environment, your study tools and rules.
Undertake detailed self-assessment in terms of your ability as a learner.
Create a format for your study plan.
Consider your study objectives and tasks.
Create a study forecast.
Assess your study performance.
Re-evaluate your study forecast.
Be consistent when managing your study plan.
Use your Appleton Greene Certified Learning Provider (CLP) for tutorial support.
Make sure you keep in touch with those around you.
Tutorial Support
Programs
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. They are implemented over a sustainable period of time and professional support is consistently provided by qualified learning providers and specialist consultants.
Support available
You will have a designated Certified Learning Provider (CLP) and an Accredited Consultant and we encourage you to communicate with them as much as possible. In all cases tutorial support is provided online because we can then keep a record of all communications to ensure that tutorial support remains consistent. You would also be forwarding your work to the tutorial support unit for evaluation and assessment. You will receive individual feedback on all of the work that you undertake on a one-to-one basis, together with specific recommendations for anything that may need to be changed in order to achieve a pass with merit or a pass with distinction and you then have as many opportunities as you may need to re-submit project studies until they meet with the required standard. Consequently the only reason that you should really fail (CLP) is if you do not do the work. It makes no difference to us whether a student takes 12 months or 18 months to complete the program, what matters is that in all cases the same quality standard will have been achieved.
Support Process
Please forward all of your future emails to the designated (CLP) Tutorial Support Unit email address that has been provided and please do not duplicate or copy your emails to other AGC email accounts as this will just cause unnecessary administration. Please note that emails are always answered as quickly as possible but you will need to allow a period of up to 20 business days for responses to general tutorial support emails during busy periods, because emails are answered strictly within the order in which they are received. You will also need to allow a period of up to 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Please therefore kindly allow for this within your time planning. All communications are managed online via email because it enables tutorial service support managers to review other communications which have been received before responding and it ensures that there is a copy of all communications retained on file for future reference. All communications will be stored within your personal (CLP) study file here at Appleton Greene throughout your designated study period. If you need any assistance or clarification at any time, please do not hesitate to contact us by forwarding an email and remember that we are here to help. If you have any questions, please list and number your questions succinctly and you can then be sure of receiving specific answers to each and every query.
Time Management
It takes approximately 1 Year to complete the Women Empowerment corporate training program, incorporating 12 x 6-hour monthly workshops. Each student will also need to contribute approximately 4 hours per week over 1 Year of their personal time. Students can study from home or work at their own pace and are responsible for managing their own study plan. There are no formal examinations and students are evaluated and assessed based upon their project study submissions, together with the quality of their internal analysis and supporting documents. They can contribute more time towards study when they have the time to do so and can contribute less time when they are busy. All students tend to be in full time employment while studying and the Women Empowerment program is purposely designed to accommodate this, so there is plenty of flexibility in terms of time management. It makes no difference to us at Appleton Greene, whether individuals take 12-18 months to complete this program. What matters is that in all cases the same standard of quality will have been achieved with the standard and bespoke programs that have been developed.
Distance Learning Guide
The distance learning guide should be your first port of call when starting your training program. It will help you when you are planning how and when to study, how to create the right environment and how to establish the right frame of mind. If you can lay the foundations properly during the planning stage, then it will contribute to your enjoyment and productivity while training later. The guide helps to change your lifestyle in order to accommodate time for study and to cultivate good study habits. It helps you to chart your progress so that you can measure your performance and achieve your goals. It explains the tools that you will need for study and how to make them work. It also explains how to translate academic theory into practical reality. Spend some time now working through your distance learning guide and make sure that you have firm foundations in place so that you can make the most of your distance learning program. There is no requirement for you to attend training workshops or classes at Appleton Greene offices. The entire program is undertaken online, program course manuals and project studies are administered via the Appleton Greene web site and via email, so you are able to study at your own pace and in the comfort of your own home or office as long as you have a computer and access to the internet.
How To Study
The how to study guide provides students with a clear understanding of the Appleton Greene facilitation via distance learning training methods and enables students to obtain a clear overview of the training program content. It enables students to understand the step-by-step training methods used by Appleton Greene and how course manuals are integrated with project studies. It explains the research and development that is required and the need to provide evidence and references to support your statements. It also enables students to understand precisely what will be required of them in order to achieve a pass with merit and a pass with distinction for individual project studies and provides useful guidance on how to be innovative and creative when developing your Unique Program Proposition (UPP).
Tutorial Support
Tutorial support for the Appleton Greene Women Empowerment corporate training program is provided online either through the Appleton Greene Client Support Portal (CSP), or via email. All tutorial support requests are facilitated by a designated Program Administration Manager (PAM). They are responsible for deciding which professor or tutor is the most appropriate option relating to the support required and then the tutorial support request is forwarded onto them. Once the professor or tutor has completed the tutorial support request and answered any questions that have been asked, this communication is then returned to the student via email by the designated Program Administration Manager (PAM). This enables all tutorial support, between students, professors and tutors, to be facilitated by the designated Program Administration Manager (PAM) efficiently and securely through the email account. You will therefore need to allow a period of up to 20 business days for responses to general support queries and up to 30 business days for the evaluation and assessment of project studies, because all tutorial support requests are answered strictly within the order in which they are received. This does not include weekends or public holidays. Consequently you need to put some thought into the management of your tutorial support procedure in order to ensure that your study plan is feasible and to obtain the maximum possible benefit from tutorial support during your period of study. Please retain copies of your tutorial support emails for future reference. Please ensure that ALL of your tutorial support emails are set out using the format as suggested within your guide to tutorial support. Your tutorial support emails need to be referenced clearly to the specific part of the course manual or project study which you are working on at any given time. You also need to list and number any questions that you would like to ask, up to a maximum of five questions within each tutorial support email. Remember the more specific you can be with your questions the more specific your answers will be too and this will help you to avoid any unnecessary misunderstanding, misinterpretation, or duplication. The guide to tutorial support is intended to help you to understand how and when to use support in order to ensure that you get the most out of your training program. Appleton Greene training programs are designed to enable you to do things for yourself. They provide you with a structure or a framework and we use tutorial support to facilitate students while they practically implement what they learn. In other words, we are enabling students to do things for themselves. The benefits of distance learning via facilitation are considerable and are much more sustainable in the long-term than traditional short-term knowledge sharing programs. Consequently you should learn how and when to use tutorial support so that you can maximize the benefits from your learning experience with Appleton Greene. This guide describes the purpose of each training function and how to use them and how to use tutorial support in relation to each aspect of the training program. It also provides useful tips and guidance with regard to best practice.
Tutorial Support Tips
Students are often unsure about how and when to use tutorial support with Appleton Greene. This Tip List will help you to understand more about how to achieve the most from using tutorial support. Refer to it regularly to ensure that you are continuing to use the service properly. Tutorial support is critical to the success of your training experience, but it is important to understand when and how to use it in order to maximize the benefit that you receive. It is no coincidence that those students who succeed are those that learn how to be positive, proactive and productive when using tutorial support.
Be positive and friendly with your tutorial support emails
Remember that if you forward an email to the tutorial support unit, you are dealing with real people. “Do unto others as you would expect others to do unto you”. If you are positive, complimentary and generally friendly in your emails, you will generate a similar response in return. This will be more enjoyable, productive and rewarding for you in the long-term.
Think about the impression that you want to create
Every time that you communicate, you create an impression, which can be either positive or negative, so put some thought into the impression that you want to create. Remember that copies of all tutorial support emails are stored electronically and tutors will always refer to prior correspondence before responding to any current emails. Over a period of time, a general opinion will be arrived at in relation to your character, attitude and ability. Try to manage your own frustrations, mood swings and temperament professionally, without involving the tutorial support team. Demonstrating frustration or a lack of patience is a weakness and will be interpreted as such. The good thing about communicating in writing, is that you will have the time to consider your content carefully, you can review it and proof-read it before sending your email to Appleton Greene and this should help you to communicate more professionally, consistently and to avoid any unnecessary knee-jerk reactions to individual situations as and when they may arise. Please also remember that the CLP Tutorial Support Unit will not just be responsible for evaluating and assessing the quality of your work, they will also be responsible for providing recommendations to other learning providers and to client contacts within the Appleton Greene global client network, so do be in control of your own emotions and try to create a good impression.
Remember that quality is preferred to quantity
Please remember that when you send an email to the tutorial support team, you are not using Twitter or Text Messaging. Try not to forward an email every time that you have a thought. This will not prove to be productive either for you or for the tutorial support team. Take time to prepare your communications properly, as if you were writing a professional letter to a business colleague and make a list of queries that you are likely to have and then incorporate them within one email, say once every month, so that the tutorial support team can understand more about context, application and your methodology for study. Get yourself into a consistent routine with your tutorial support requests and use the tutorial support template provided with ALL of your emails. The (CLP) Tutorial Support Unit will not spoon-feed you with information. They need to be able to evaluate and assess your tutorial support requests carefully and professionally.
Be specific about your questions in order to receive specific answers
Try not to write essays by thinking as you are writing tutorial support emails. The tutorial support unit can be unclear about what in fact you are asking, or what you are looking to achieve. Be specific about asking questions that you want answers to. Number your questions. You will then receive specific answers to each and every question. This is the main purpose of tutorial support via email.
Keep a record of your tutorial support emails
It is important that you keep a record of all tutorial support emails that are forwarded to you. You can then refer to them when necessary and it avoids any unnecessary duplication, misunderstanding, or misinterpretation.
Individual training workshops or telephone support
Please be advised that Appleton Greene does not provide separate or individual tutorial support meetings, workshops, or provide telephone support for individual students. Appleton Greene is an equal opportunities learning and service provider and we are therefore understandably bound to treat all students equally. We cannot therefore broker special financial or study arrangements with individual students regardless of the circumstances. All tutorial support is provided online and this enables Appleton Greene to keep a record of all communications between students, professors and tutors on file for future reference, in accordance with our quality management procedure and your terms and conditions of enrolment. All tutorial support is provided online via email because it enables us to have time to consider support content carefully, it ensures that you receive a considered and detailed response to your queries. You can number questions that you would like to ask, which relate to things that you do not understand or where clarification may be required. You can then be sure of receiving specific answers to each individual query. You will also then have a record of these communications and of all tutorial support, which has been provided to you. This makes tutorial support administration more productive by avoiding any unnecessary duplication, misunderstanding, or misinterpretation.
Tutorial Support Email Format
You should use this tutorial support format if you need to request clarification or assistance while studying with your training program. Please note that ALL of your tutorial support request emails should use the same format. You should therefore set up a standard email template, which you can then use as and when you need to. Emails that are forwarded to Appleton Greene, which do not use the following format, may be rejected and returned to you by the (CLP) Program Administration Manager. A detailed response will then be forwarded to you via email usually within 20 business days of receipt for general support queries and 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Your tutorial support request, together with the corresponding TSU reply, will then be saved and stored within your electronic TSU file at Appleton Greene for future reference.
Subject line of your email
Please insert: Appleton Greene (CLP) Tutorial Support Request: (Your Full Name) (Date), within the subject line of your email.
Main body of your email
Please insert:
1. Appleton Greene Certified Learning Provider (CLP) Tutorial Support Request
2. Your Full Name
3. Date of TS request
4. Preferred email address
5. Backup email address
6. Course manual page name or number (reference)
7. Project study page name or number (reference)
Subject of enquiry
Please insert a maximum of 50 words (please be succinct)
Briefly outline the subject matter of your inquiry, or what your questions relate to.
Question 1
Maximum of 50 words (please be succinct)
Maximum of 50 words (please be succinct)
Question 3
Maximum of 50 words (please be succinct)
Question 4
Maximum of 50 words (please be succinct)
Question 5
Maximum of 50 words (please be succinct)
Please note that a maximum of 5 questions is permitted with each individual tutorial support request email.
Procedure
* List the questions that you want to ask first, then re-arrange them in order of priority. Make sure that you reference them, where necessary, to the course manuals or project studies.
* Make sure that you are specific about your questions and number them. Try to plan the content within your emails to make sure that it is relevant.
* Make sure that your tutorial support emails are set out correctly, using the Tutorial Support Email Format provided here.
* Save a copy of your email and incorporate the date sent after the subject title. Keep your tutorial support emails within the same file and in date order for easy reference.
* Allow up to 20 business days for a response to general tutorial support emails and up to 30 business days for the evaluation and assessment of project studies, because detailed individual responses will be made in all cases and tutorial support emails are answered strictly within the order in which they are received.
* Emails can and do get lost. So if you have not received a reply within the appropriate time, forward another copy or a reminder to the tutorial support unit to be sure that it has been received but do not forward reminders unless the appropriate time has elapsed.
* When you receive a reply, save it immediately featuring the date of receipt after the subject heading for easy reference. In most cases the tutorial support unit replies to your questions individually, so you will have a record of the questions that you asked as well as the answers offered. With project studies however, separate emails are usually forwarded by the tutorial support unit, so do keep a record of your own original emails as well.
* Remember to be positive and friendly in your emails. You are dealing with real people who will respond to the same things that you respond to.
* Try not to repeat questions that have already been asked in previous emails. If this happens the tutorial support unit will probably just refer you to the appropriate answers that have already been provided within previous emails.
* If you lose your tutorial support email records you can write to Appleton Greene to receive a copy of your tutorial support file, but a separate administration charge may be levied for this service.
How To Study
Your Certified Learning Provider (CLP) and Accredited Consultant can help you to plan a task list for getting started so that you can be clear about your direction and your priorities in relation to your training program. It is also a good way to introduce yourself to the tutorial support team.
Planning your study environment
Your study conditions are of great importance and will have a direct effect on how much you enjoy your training program. Consider how much space you will have, whether it is comfortable and private and whether you are likely to be disturbed. The study tools and facilities at your disposal are also important to the success of your distance-learning experience. Your tutorial support unit can help with useful tips and guidance, regardless of your starting position. It is important to get this right before you start working on your training program.
Planning your program objectives
It is important that you have a clear list of study objectives, in order of priority, before you start working on your training program. Your tutorial support unit can offer assistance here to ensure that your study objectives have been afforded due consideration and priority.
Planning how and when to study
Distance-learners are freed from the necessity of attending regular classes, since they can study in their own way, at their own pace and for their own purposes. This approach is designed to let you study efficiently away from the traditional classroom environment. It is important however, that you plan how and when to study, so that you are making the most of your natural attributes, strengths and opportunities. Your tutorial support unit can offer assistance and useful tips to ensure that you are playing to your strengths.
Planning your study tasks
You should have a clear understanding of the study tasks that you should be undertaking and the priority associated with each task. These tasks should also be integrated with your program objectives. The distance learning guide and the guide to tutorial support for students should help you here, but if you need any clarification or assistance, please contact your tutorial support unit.
Planning your time
You will need to allocate specific times during your calendar when you intend to study if you are to have a realistic chance of completing your program on time. You are responsible for planning and managing your own study time, so it is important that you are successful with this. Your tutorial support unit can help you with this if your time plan is not working.
Keeping in touch
Consistency is the key here. If you communicate too frequently in short bursts, or too infrequently with no pattern, then your management ability with your studies will be questioned, both by you and by your tutorial support unit. It is obvious when a student is in control and when one is not and this will depend how able you are at sticking with your study plan. Inconsistency invariably leads to in-completion.
Charting your progress
Your tutorial support team can help you to chart your own study progress. Refer to your distance learning guide for further details.
Making it work
To succeed, all that you will need to do is apply yourself to undertaking your training program and interpreting it correctly. Success or failure lies in your hands and your hands alone, so be sure that you have a strategy for making it work. Your Certified Learning Provider (CLP) and Accredited Consultant can guide you through the process of program planning, development and implementation.
Reading methods
Interpretation is often unique to the individual but it can be improved and even quantified by implementing consistent interpretation methods. Interpretation can be affected by outside interference such as family members, TV, or the Internet, or simply by other thoughts which are demanding priority in our minds. One thing that can improve our productivity is using recognized reading methods. This helps us to focus and to be more structured when reading information for reasons of importance, rather than relaxation.
Speed reading
When reading through course manuals for the first time, subconsciously set your reading speed to be just fast enough that you cannot dwell on individual words or tables. With practice, you should be able to read an A4 sheet of paper in one minute. You will not achieve much in the way of a detailed understanding, but your brain will retain a useful overview. This overview will be important later on and will enable you to keep individual issues in perspective with a more generic picture because speed reading appeals to the memory part of the brain. Do not worry about what you do or do not remember at this stage.
Content reading
Once you have speed read everything, you can then start work in earnest. You now need to read a particular section of your course manual thoroughly, by making detailed notes while you read. This process is called Content Reading and it will help to consolidate your understanding and interpretation of the information that has been provided.
Making structured notes on the course manuals
When you are content reading, you should be making detailed notes, which are both structured and informative. Make these notes in a MS Word document on your computer, because you can then amend and update these as and when you deem it to be necessary. List your notes under three headings: 1. Interpretation – 2. Questions – 3. Tasks. The purpose of the 1st section is to clarify your interpretation by writing it down. The purpose of the 2nd section is to list any questions that the issue raises for you. The purpose of the 3rd section is to list any tasks that you should undertake as a result. Anyone who has graduated with a business-related degree should already be familiar with this process.
Organizing structured notes separately
You should then transfer your notes to a separate study notebook, preferably one that enables easy referencing, such as a MS Word Document, a MS Excel Spreadsheet, a MS Access Database, or a personal organizer on your cell phone. Transferring your notes allows you to have the opportunity of cross-checking and verifying them, which assists considerably with understanding and interpretation. You will also find that the better you are at doing this, the more chance you will have of ensuring that you achieve your study objectives.
Question your understanding
Do challenge your understanding. Explain things to yourself in your own words by writing things down.
Clarifying your understanding
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your understanding.
Question your interpretation
Do challenge your interpretation. Qualify your interpretation by writing it down.
Clarifying your interpretation
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your interpretation.
Qualification Requirements
The student will need to successfully complete the project study and all of the exercises relating to the Women Empowerment corporate training program, achieving a pass with merit or distinction in each case, in order to qualify as an Accredited Women Empowerment Specialist (APTS). All monthly workshops need to be tried and tested within your company. These project studies can be completed in your own time and at your own pace and in the comfort of your own home or office. There are no formal examinations, assessment is based upon the successful completion of the project studies. They are called project studies because, unlike case studies, these projects are not theoretical, they incorporate real program processes that need to be properly researched and developed. The project studies assist us in measuring your understanding and interpretation of the training program and enable us to assess qualification merits. All of the project studies are based entirely upon the content within the training program and they enable you to integrate what you have learnt into your corporate training practice.
Women Empowerment – Grading Contribution
Project Study – Grading Contribution
Customer Service – 10%
E-business – 05%
Finance – 10%
Globalization – 10%
Human Resources – 10%
Information Technology – 10%
Legal – 05%
Management – 10%
Marketing – 10%
Production – 10%
Education – 05%
Logistics – 05%
TOTAL GRADING – 100%
Qualification grades
A mark of 90% = Pass with Distinction.
A mark of 75% = Pass with Merit.
A mark of less than 75% = Fail.
If you fail to achieve a mark of 75% with a project study, you will receive detailed feedback from the Certified Learning Provider (CLP) and/or Accredited Consultant, together with a list of tasks which you will need to complete, in order to ensure that your project study meets with the minimum quality standard that is required by Appleton Greene. You can then re-submit your project study for further evaluation and assessment. Indeed you can re-submit as many drafts of your project studies as you need to, until such a time as they eventually meet with the required standard by Appleton Greene, so you need not worry about this, it is all part of the learning process.
When marking project studies, Appleton Greene is looking for sufficient evidence of the following:
Pass with merit
A satisfactory level of program understanding
A satisfactory level of program interpretation
A satisfactory level of project study content presentation
A satisfactory level of Unique Program Proposition (UPP) quality
A satisfactory level of the practical integration of academic theory
Pass with distinction
An exceptional level of program understanding
An exceptional level of program interpretation
An exceptional level of project study content presentation
An exceptional level of Unique Program Proposition (UPP) quality
An exceptional level of the practical integration of academic theory
Preliminary Analysis
Opportunity for Change
As women continue to advance their careers and take on more leadership roles, they must be able to effectively negotiate on behalf of themselves as well as, the company so they can further their career, powerfully lead their team and represent the organization.
The Women Empowerment Leadership Program is a method of accelerating women’s professional development at work. Women have made significant strides in the workplace, but there is no doubt that they continue to face challenges in climbing the corporate ladder. This program provides the necessary support and tools to ensure that these women have everything they need to succeed. This will in turn benefit the overall growth and profitability of the company.
In Workshop 9, our focus is Effective Negotiation. Great negotiators have the necessary knowledge, experience, and skills to navigate the negotiation process with all of its rules, rituals, strategies, and tactics in a way that achieves mutually acceptable results. They also do it in a manner that enhances the relationship they have with their counterpart. In this training, we will learn powerful and effective skills that can help us negotiate anything. Becoming a better negotiator can help us get a larger share of what you want, attain more of our goals, and improve the quality of our life all around.
Preparing for the Workshop
Participants are encouraged to continue to show up with an open mind and be ready for a transformation from the inside out. Once again, there will be a lot of mindset work that involves being open to change. You will also need to be ready to learn new skills and start adopting them into your current role in the company.
Be sure to assess your organizations current stance on negotiation – this will be helpful before you start making significant changes to its structure.
Take a look at your current processes and infrastructure around negotiation.
Participants should also ensure that they are familiar with the major people-related processes of the company. All participants should be familiar with the processes of performance management, recruitment, talent assessment, and talent development. The workshop’s goal is not to change these processes, but rather to supplement them with the 5 Step Women’s Empowerment Business Transformation Process (Mindset Shift, Leadership Development, Personal Presence, Advanced Communications Skills and Creating and Implementing an Action Plan) to improve their effectiveness. Participants should compile a list of their most recent successes and failures in each of these processes. The list will be useful later on when discussing how to integrate the process into the existing model.
It may be advantageous to the participants if these processes are also examined from the perspective of the employees. One or two of the participants should meet with a few key employees to discuss the success of the processes. The effectiveness of these processes, rather than the method itself, should be the focal point of these discussions. When discussing the efficacy of the process, it is critical to consider the outcomes from the perspective of the people it is supposed to help. Ineffective processes, regardless of their efficiency, fail to meet the expectations of the customer. The Women’s Empowerment Business Transformation Process will be able to fill in the gaps discovered by identifying flaws in these procedures.
The Ninth workshop in our Women Empowerment Program is Effective Negotiation.
How this transformation of this process will be achieved, is by implementation of the following strategies:
1. Learn the negotiation framework and the 4 Phases of the negotiation process.
2. Powerful exercise to target negotiation weaknesses.
3. Identify your Personality Traits as it relates to negotiation.
4. Learn 6 tips to building rapport including a live exercise to put it into action.
5. Discover key elements of how to create value.
6. Learn the Business Negotiation 6- Step Process that you can follow when negotiating on your behalf or on behalf of your company.
7. Identify and learn how to best implement the 12 Essential Negotiation Skills.
8. Discover 6 Powerful Negotiation Strategies that can be used in life or business and how to best prepare.
9. Learn a helpful process to overcome conflict in the workplace and how to put it into action.
10. Discover 5 Win-Win Negotiation Strategies to help you and your counterpart reach a truly Win-Win agreement.
11. Tips to improve your negotiation skills via phone and email with an implementation exercise.
12. Keys to maintain enthusiasm and move on from rejection.
Sources/Resources
• Book: You Can Negotiate Anything by Herb Cohen
• Book: Never Split the Difference by Chris Voss
Preliminary Plan
It’s important to have a plan to start implementing the processes learned throughout the workshop. Here are the steps to get this “project” started.
• Define the scope and objectives. Why is this project being initiated? …
• Define the roles and responsibilities.
• Next, you need to identify the project stakeholders – the ones who are responsible for its success.
• Set milestones and create a timeline.
• Then, it’s time to break down the work that needs to be done into manageable blocks. …
• Hold regular meetings to check in on the progress.
Course Manuals 1-12
Course Manual 1: What’s Negotiation
Your entire world is a giant negotiating table, and whether you like it or not, you are a participant. You, as an individual, are at odds with others: family members, salespeople, competitors, or entities with catchy names like “the Establishment” or “the power structure.” How you handle these encounters will determine not only whether you prosper, but also whether you can live a full, pleasurable, and satisfying life.
Negotiation is a field of study and endeavor that focuses on gaining the favor of those from whom we seek things. That’s all there is to it.
What do we want?
We want a variety of things, including prestige, freedom, money, justice, status, love, security, and recognition. Some of us know how to get what we want better than others. You will be one of those people after completing this workshop and understanding and mastering the art of negotiation.
Traditionally, those with the most talent, dedication, and education have been rewarded. However, those who believe that virtue and hard work will triumph in the end are delusory. The winners in life are people who are not only competent but also have the ability to negotiate their way to what they want.
Even if you are not aware of it, negotiation is used in many aspects of daily life. In everyday life, examples include negotiating a price on an open market, negotiating a car purchase at a dealership, negotiating job compensation, and negotiating between warring countries.
What is negotiation?
Negotiation is a conversation between two or more people with the goal of reaching a mutually beneficial agreement or resolving a conflict. During a negotiation, each party will attempt to persuade the other to accept his or her point of view. The goal is to avoid disagreements and reach some sort of agreement between the parties.
It is the use of information and power to influence behavior within a “tense web.” If you consider this broad definition, you’ll realize that you negotiate all the time, both at work and in your personal life.
Negotiating, according to the authors of Getting to Yes, is “a back-and-forth communication designed to reach an agreement when you and the other side have some interests that are shared and others that are opposed.”
Negotiation is defined similarly by other experts. Negotiation, according to Leigh Thompson’s negotiation textbook The Mind and Heart of the Negotiator, is an “interpersonal decision-making process” that is “necessary whenever we cannot achieve our objectives alone.” And, as Max H. Bazerman and Don A. Moore write in their book Judgment in Managerial Decision Making, “when two or more parties need to reach a joint decision but have different preferences, they negotiate.”
These definitions, taken together, cover a wide range of negotiations we engage in in our personal lives, at work, and everywhere in between.
In every negotiation there are 3 keys:
1. Information- the other side appears to know more about you and your needs than you do about them.
2. Time- The other side does not appear to be under the same organizational pressure, time constraints, and restrictive deadlines that you are.
3. Power- The opposing party always appears to have more power and authority than you do.
Power is an incredible entity. It is the capacity or ability to complete tasks…to exert control over people, events, situations, and oneself. All power, however, is based on perception. If you think you’ve got it, you probably do. You don’t have it if you believe you don’t have it, even if you do. In short, if you believe you have power and view your life’s encounters as negotiations, you will have more power.
Your ability to negotiate determines whether or not you can influence your surroundings. It gives you a sense of control over your life. It’s not chiseling, and it’s not intimidating an unsuspecting target. It is the analysis of information, time, and power to influence behavior… the meeting of needs (yours and others’) to make things happen the way you want them to.
According to Herb Cohen (known as the world’s best negotiator)– the two greatest negotiators in history that ever lived were Jesus Christ and Socrates. Approximately 2,000 years ago, neither man was part of the Establishment at the time. Neither had formal authority. However, both exercised a great amount of power.
Both men wore shabby clothes and went around asking questions (and thus gathering information), one in the form of syllogisms and the other in the form of parables. They had goals and expectations. They were willing to take risks as long as they felt in control of their situation. Each man chose the location and manner of his death. However, in dying, both gained followers who carried on after them, changing the value system on the face of the earth. In fact, many people try to live their values in their daily lives.
Cohen believes they were negotiators. They were power people and Win-Win ethical negotiators.
Unfortunately, most people are not born negotiators. The good news is that research consistently shows that most people can improve their negotiation skills significantly through education, preparation, and practice.
Members of the Harvard Negotiation Project created a framework to help people prepare for negotiations more effectively. According to Patton in The Handbook of Dispute Resolution, “the Seven Elements framework describes the essential tools needed to identify our goals, prepare effectively to minimize surprises, and take advantage of opportunities as they arise in negotiation.”
Negotiation Framework
The following are an overview of the seven elements of negotiation:
1. Interests. According to Patton, interests are “the fundamental drivers of negotiation”—our basic needs, wants, and motivations. Our interests, though often hidden and unsaid, guide what we do and say. Negotiators with experience probe their counterparts’ stated positions to better understand their underlying interests.
2. Legitimacy. Many of our decisions in negotiations are driven by the desire for a legitimate, or fair, deal. If you believe the other party is taking advantage of you, you are more likely to reject their offer, even if it is objectively better for you. To be successful in negotiations, we must present proposals that others view as fair and legitimate.
3. Relationships. Whether you have an ongoing relationship with a counterpart or don’t expect to see her again, you must effectively manage your relationship as your negotiation progresses. When you have an ongoing connection, relationship dynamics become even more important: future business, reputation, and relationships with others may all be at stake. You can fortify the relationship by taking the time to establish rapport and maintaining your own high ethical standards throughout the process.
4. Alternatives and BATNA. Even as we participate in negotiations, we are aware of our alternatives off the table—what we will do if the current deal fails. An analysis of your BATNA, or best alternative to a negotiated agreement, should be included in negotiation preparation.
5. Options in negotiations refer to any available choices that parties may consider in order to satisfy their interests, such as conditions, contingencies, and trades. According to Patton, because options tend to capitalize on the similarities and differences of the parties, they can create value in negotiation and improve party satisfaction.
6. Commitments. A commitment in negotiations is defined as an agreement, demand, offer, or promise made by one or more parties. A commitment can range from an agreement to meet at a specific time and location to a formal proposal and a signed contract.
7. Communication. You will engage in a communication process with the other party or parties whether you are negotiating online, by phone, or in person. Your communication choices, such as whether you threaten or concede, brainstorm collaboratively or make firm demands, make silent assumptions about interests, or ask questions to probe them more deeply, can all affect the outcome of your negotiation.
With a better understanding of these negotiation building blocks, you will be able to learn more about how to prepare to create and claim value in negotiations, manage fairness concerns, and reach the best deal possible—for both you and your counterpart.
Case Study on Women in Negotiation – Linda Babcock, Women Don’t Ask: Negotiation and the Gender
“People who were instructed to focus on their targets in practice negotiations consistently negotiated better agreements than people who focused on their reservation values instead. The people who focused on their targets did two things differently. They asked for more at the outset, and they hung in there a little longer. They resisted agreeing until they received an offer that was close to their goal. In one study, participants who focused on their targets reached agreements that were 13 percent higher than those achieved by people negotiating about the same issues who focused instead on the minimum they would accept.”
In Linda’s book Ask for it How Women Can Use the Power of Negotiation to Get What They Really Want, she share’s:
“In the middle of a negotiation, what they planned to ask for suddenly seems ridiculous, excessive, too much. If this happens to you, hold on tight to the information you’ve collected, and don’t suddenly revise your goals downward. Focus on your target and fight the impulse to concede too quickly. After all your hard work, don’t make the mistake of walking away too soon.”
Negotiation Process
Negotiations, as previously stated, are a method of resolving disagreements. The key to a successful one is to achieve the desired outcome without causing animosity. Negotiations, whether informal or formal, follow the same general procedure:
Before beginning a negotiation, it is critical to consider not only what you want out of the negotiation, but also what the other party wants. Only by understanding each other’s desires can you hope to meet the needs of both parties in a win-win situation.
If you only seek a scenario in which you get what you want while the other party suffers, you will create hostility and are less likely to achieve your desired outcome.
1. Phase 1: Discussion
The negotiation discussion stage is critical for gaining a better understanding of what the other party is looking for. You want to make certain that you are listening, questioning, and clarifying what the other party has said.
It is also critical to communicate what you are looking for. You don’t want to make the mistake of saying too much and disclosing too much information.
2. Phase 2: Clarification
The purpose of the clarification stage is to ensure that both parties have identified and established a common ground from which to begin negotiations. Misunderstandings should be avoided to the greatest extent possible.
3. Phase 3: Negotiation
As previously stated, the best outcome is a win-win situation. It may not always be possible, but it should be what both parties strive for.
During the negotiation phase, alternative strategies and compromises should be considered. Long negotiations should be avoided, and compromising may be necessary.
4. Phase 4: Agreement
Each party should keep an open mind in order to find the best solution for all parties. Agreements should be clear and unambiguous to all parties.
Women and Negotiation
Overall, negotiation research studies have found that men achieve better economic outcomes in negotiations than women. Such gender differences are usually minor, but evidence from the business world suggests that they can add up over time, and there are strategies you can use to close the gender gap in negotiation. If men, for example, ask for and receive slightly higher starting salaries than women, and continue to negotiate more assertively for themselves throughout their careers, the gender gap can amount to millions of dollars over time.
Case Study: Gender Gap in Negotiation
According to the Institute for Women’s Policy Research, the gender gap in negotiation may explain why women in the United States earned only about 83 percent of men’s median annual earnings in 2021. “In comparison to the median weekly earnings of White men working full-time, Hispanic women’s full-time earnings were only 58.4 percent, Black women’s 63.1 percent, and White women’s 79.6 percent,” the study found.
Researchers have concluded that deeply ingrained societal gender roles are at the root of the gender gap in negotiated outcomes. Girls are encouraged and expected to be accommodating, concerned with the welfare of others, and relationship-oriented from an early age in many cultures. Notably, these objectives clash with the more assertive behaviors thought to be necessary for successful negotiation, which are more in line with societal expectations that boys and men be competitive, assertive, and profit oriented. As a result, women may be hesitant to negotiate forcefully on their own behalf, a tendency supported by evidence indicating that doing so may result in a social backlash in the workplace.
How can women and the companies that employ them close the gender gap in negotiation outcomes? Jens Mazei of the University of Münster and his colleagues examined 51 previous studies that compared women and men’s negotiation outcomes in order to determine whether women can capitalize on certain negotiation characteristics to improve their outcomes.
In addition to confirming that the gender gap in negotiation performance between men and women is indeed narrow, the team identified several types of negotiation that reduce the gap or give women an advantage over men.
Jens Mazei and his colleagues discovered that as men and women gained negotiating experience, the gap between their outcomes narrowed.
According to the findings, women, in particular, tend to achieve more favorable economic outcomes the more time they spend bargaining. This could be because they develop a stronger sense of the protocol of appropriate behavior specific to the situation and/or because as they gain experience, they tend to shed traditional gender expectations.
Previous research has found that when negotiators receive information about the bargaining range in a negotiation simulation, gender differences in economic outcomes tend to be smaller.
According to Mazei and colleagues, when women have access to information about upper and lower limits, they may “rely less on preconceived gender roles as guidelines for their behavior in negotiations.” Although thorough preparation is always important in negotiation, women in particular may be able to capitalize on this result by researching the typical salary range in a field, for example, and then referencing these standards during their negotiations to avoid a social backlash.
“Effective negotiation requires a persistent focus on what is most important.”
― William Ury, The Power of a Positive No: How to Say No and Still Get to Yes
Exercise 9:1: What’s Your Weakness?
Instructions:
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Course Manual 2: Personality Traits
“Conflict is good in a negotiation process… it’s the clash of two ideas, which then, all being well, produces a third idea.” – Luke Roberts
The majority of the negotiation advice available focuses on the mistakes that we all make. Individual differences in personality, intelligence, and outlook, on the other hand, may have an impact on your negotiations.
We bring our distinct personalities and styles to the table during negotiation and conflict resolution. A reserved, cautious person, for example, will likely bargain differently than someone who is outgoing and proactive. There is much we can do to improve our negotiation performance, such as thorough preparation and employing tried-and-true persuasion strategies. Should we, however, try to adapt our negotiation and conflict resolution styles to our partners?
Do individual differences matter in negotiation, and if so, how do they manifest themselves?
In this lesson, we look at new research that connects individual traits to negotiation outcomes and offer suggestions for how you can use this knowledge to improve your relationships and your results.
Consider how you would approach negotiations with the following individuals:
• A manager that when anyone questions her ideas, she becomes hostile.
• A neighbor who is known for putting the needs of others ahead of his own.
• A lawyer who graduated from a prestigious university as class valedictorian.
Based on these brief descriptions, you might anticipate that the first negotiator will try to bully you, the second will be a pushover, and the third will outwit you. Some of their characteristics may also remind you of your own negotiating tendencies, such as conceding too much in order to maintain relationships. Individual differences in negotiation are natural to believe. Most of us have encountered shrewd negotiators who always seem to get what they want at home and on the job, as well as those who are constantly taken for a ride.
Despite this, most negotiation writing, and research has focused on the similarities between negotiators. We’ve learned that almost all of us make rash decisions that cost us money, and that our expectations have a predictable impact at the negotiation table.
Much of what we’ve learned so far about the differences in negotiation styles is due to gender and cultural differences. We know, for example, that men negotiate for career opportunities more frequently than women in certain environments, a gender difference that contributes to inequities over time. Similarly, personality traits such as agreeableness and extraversion can either help or hurt you depending on the country in which you are negotiating. What other differences might result in different negotiating outcomes?
Here’s a list of five major ways people differ, as identified in a Journal of Research in Personality article by Hillary Anger Elfenbein (Washington University in St. Louis), Jared R. Curhan and Lucio Baccaro (Massachusetts Institute of Technology), Noah Eisenkraft (University of Pennsylvania), and Aiwa Shirako (University of California at Berkeley):
1. Positive negotiation beliefs include comfort with negotiation skills and the belief that you can improve.
2. Conflict style, such as a preference for collaboration over competition, and ethical tendencies, such as a willingness to make false promises.
3. Diagnostic tests measure intelligence and creativity.
4. Personality characteristics such as conscientiousness, openness, and self-esteem
5. Gender, age, and physical attractiveness are all observable characteristics.
Do such differences influence negotiation outcomes, and if so, how much?
Case Study: How Are Differences Influence Negotiation Outcomes
To answer these questions, Elfenbein and colleagues administered a battery of surveys to a group of nearly 150 MBA students.
The students were then divided into four or five groups. Members of the group then negotiated in pairs until each member had participated in a different simulation (including a merger and a car purchase scenario) with every other member, and each person’s ability to claim and create value was scored. The researchers were able to assess how consistently individuals behaved across several negotiations using the Round-robin method.
What were the final results? A whopping 46% of scoring variations could be attributed to consistent differences in individual performance across interactions. In other words, differences between negotiators accounted for nearly half of their outcomes. These differences influenced both their own behavior and the reactions of their counterparts—and had a significant impact on the outcome of their negotiations.
Should We Adapt to Our Counterparts Style?
The answer is sometimes yes, according to the findings of experiments published in the journal Negotiation and Conflict Management Research by Scott Wiltermuth of the University of Southern California, Los Angeles, and Larissa Z. Tiedens and Margaret Neale of Stanford University.
The researchers wanted to know whether adopting a dominant or submissive style would benefit or harm negotiators. They defined dominant behaviors as verbal and nonverbal behaviors used by negotiators, whether consciously or unconsciously, to influence others. Negotiators may project dominance by adopting expansive body postures, gesticulating, speaking loudly, directing the conversation, and expressing their preferences openly and confidently.
Submissive negotiators, on the other hand, are cooperative and agreeable, and they influence their partners in ways that avoid direct conflict. They tend to be physically compact, to speak softly, to use mild language, and to express themselves less directly or forcefully than their more dominant counterparts. The researchers made a point of pointing out that the submissive style they studied was more active than passivity or withdrawal.
Case Study: A Harmonious Pairing
Previous research has found that dominant negotiators claim more value than their counterparts; however, their style can stymie value creation if they are perceived as tough. Wildermuth and his colleagues investigated what happens when negotiators with complementary or similar dominance and submission styles get together in their experiments.
In the experiments, participants were paired off to engage in a simulated merger or job offer negotiation. Some participants were instructed to assert their dominance by leading the conversation, speaking loudly, adopting expansive postures, and so on. Those in the submission condition were told to treat their counterparts with respect, to make them feel competent, to agree with them whenever possible (without sacrificing their own goals), to speak softly, and to keep a compact physical space. Control group participants received no such instructions about their negotiating style. Negotiators were paired with partners in the same or different condition, and their outcomes were evaluated using a point system.
Surprisingly, pairs with one party acting dominantly and the other submissively outperformed pairs in the same condition (whether dominance, submission, or control). The complementary communication styles of the dominant/submissive negotiators aided them. The pattern of one person directly stating her preferences and the other asking questions allowed the negotiators to claim the most value.
We might have expected the submissive negotiators to give up ground to their dominant counterparts, but this was not the case. Rather, the submissive negotiators assessed how to meet their own objectives through questioning. They made their dominant counterparts feel respected and competent in the process.
The findings make intuitive sense. Consider a negotiation in which both parties are attempting to dominate the conversation. Imagine one in which both agreeably encourage the other. Neither arrangement appears to be a winning formula, does it?
Adapting our personal negotiation and conflict resolution styles to complement those of our counterparts may appear both intimidating and difficult. In conflict resolution and negotiation, acting against our instincts can feel unnatural and downright difficult. Consider that we often adapt to our fellow negotiators quite naturally—for example, taking the lead when the other party appears reticent, or taking a more backseat role when someone appears determined to steer the conversation.
Perhaps the finding highlight the fact that we should be reassured rather than concerned when we find ourselves acting out of character in an attempt to complement others’ negotiation and conflict management styles. Negotiation, as this study shows, is a fluid, improvisatory process that requires us to think and react on the fly. Successful negotiators adapt to the situation and their counterpart, whether instinctively or deliberately.
Personality Traits in Negotiation
We have strong intuitions about which personality traits help or hurt us in negotiations, but does research back up our suspicions? Does personality play a role in negotiation?
Before we get started, please answer “True” or “False” to the following questions:
1. Extroverted negotiators typically outperform introverted negotiators.
2. Agreeable negotiators are more likely to succeed than disagreeable ones.
3. In negotiations, conscientiousness is more important than other personality traits.
4. Negotiators who are anxious, depressed, or worried perform poorly at the bargaining table.
5. In negotiations, a creative personality will get you far?
The “Big Five”
When studying personality in negotiation, psychologists generally concentrate on five major factors that are thought to encompass the majority of human personality traits:
In the 1990s, Johns Hopkins Professor Paul T. Costa Jr. and National Institute on Aging Director Robert R. McCrae examined and validated the so-called Big 5 factors. Each factor can be thought of as a spectrum on which individuals fall, such as highly introverted to highly extroverted.
In general, negotiation researchers have focused on identifying commonalities among negotiators, such as our shared susceptibility to the anchoring effect, rather than on examining our individual differences. However, some findings on the subject have emerged. Hillary Anger Elfenbein, a leading researcher on individual differences in negotiation, surveys what we know about how the Big 5 personality traits play out in negotiation in a chapter in the Handbook of Research on Negotiation (Edward Elgar, 2013).
Extroversion
Extroversion is a person’s level of sociability, assertiveness, talkativeness, and optimism. People with high extroversion tend to form ideas and opinions through interaction with others. They thrive in groups and are highly sensitive to the emotions of others. Introverts are at the opposite end of the extroversion spectrum, preferring to work and think alone. Although introverts are more likely to be shy than extroverts, introverts can be confident and skilled public speakers.
We might assume that the best negotiators are extroverts based on these descriptions. Optimism, assertiveness, and a lively, friendly personality are all traits that we know from experience can be valuable assets in negotiation, allowing dealmakers to bridge gaps, elicit other people’s interests, and advocate persuasively on their own behalf.
However, in a 1998 experiment conducted by Vanderbilt University professors Bruce Barry and Raymond Friedman, extroverts performed worse than introverts in a distributive-negotiation simulation in which individuals haggled over a single issue of price. Extroverts appeared to be more influenced by their opponent’s first offer than introverts, a deficit that they only partially compensated for later in the negotiation. In an integrative, multi-issue negotiation simulation in which participants could both collaborate and compete, introverts and extroverts performed similarly. Thus, the answer to Question 1 is “False” based on this study: there appears to be no evidence that extroverts outperform introverts in negotiation.
A former negotiation consultant Susan Cain makes a compelling case in her best-selling book Quiet: The Power of Introverts in a World That Can’t Stop Talking (Crown, 2012) that introverts bring valuable skills to the bargaining table. Extroverts, for example, would benefit from adopting introverts’ tendency to listen to and absorb what others are saying. And, because introverts prefer to deliberate important decisions in private, they may be less prone than extroverts to making rash, ill-considered group decisions.
Agreeableness
Courtesy, flexibility, sympathy, trust, cooperation, and tolerance are all characteristics of agreeable people. Many of these characteristics, particularly flexibility and cooperation, appear to be assets in negotiation. But can agreeableness become a liability if it prevents one from advocating assertively for oneself?
According to Elfenbein, most negotiation studies, including those of Barry and Friedman, have found that agreeableness predicts slightly lower outcomes in distributive negotiations, possibly due to agreeable people’s social concerns. However, in integrative negotiations where parties can collaborate to create value, agreeableness has no effect on outcomes. As a result, based on current knowledge, the answer to Question 2 appears to be “False.”
Consider an extreme version of agreeableness: unmitigated communion (UC), or the tendency of some people to base their self-esteem on how others perceive and behave toward them. In one study, University of Texas professor Emily Amanatullah and her colleagues discovered that people who scored high on UC performed just as well as others in one-shot, distributive negotiations with a stranger (where relationship building was not an issue). However, when participating in integrative negotiations, pairs of negotiators with high UC achieved worse combined outcomes than other pairs—yet were more satisfied with their outcomes. Those with a high UC set lower goals and claimed less value in order to protect their relationship with the other party.
Conscientiousness
Conscientiousness appears to be the Big 5 personality trait most closely linked to high negotiation performance as a measure of self-discipline, organization, carefulness, responsibility, and achievement motivation. After all, experts consistently tell us that there is no better way to improve the outcome of a negotiation than to thoroughly prepare for it.
Barry and Friedman failed to find a link between conscientiousness and negotiation performance in their 1998 study, but this could be because highly conscientious participants in the study had no more opportunity to prepare to negotiate than the less conscientious, suggests Elfenbein. In contrast, a 1991 study conducted by Murray R. Barrick of Texas A&M University and Michael K. Mount of the University of Iowa discovered that conscientiousness predicts overall job performance better than any of the other Big 5 traits. In the absence of a definitive answer to Question 3, it appears at least plausible that it is “True.”
Although some people are more conscientious by nature than others, the good news is that almost all of us have the potential to be more conscientious in negotiation by spending more time preparing and honing our organizational skills.
Neuroticism
Neuroticism is a sinister-sounding trait that describes a person’s general level of anxiety, depression, worry, and insecurity. In Barry and Friedman’s study, those with high neuroticism performed similarly to others; thus, the answer to Question 4 appears to be “False.” In a 2008 study, Elfenbein and her colleagues discovered that those with high neuroticism view the negotiation experience negatively after the fact.
According to Dartmouth College professor Judith B. White and her colleagues, negotiators who are concerned about maintaining their social image, or sense of “face,” create less joint value and reach more impasses in negotiations that threaten their sense of self (such as when they play a job candidate in a simulated negotiation).
Openness
Openness as a Big 5 personality trait describes people’s imaginativeness, broad-mindedness, and divergent thinking, not their willingness to share their thoughts and feelings (generating creative solutions by exploring a range of ideas). According to Elfenbein, people who score high on openness are intellectually curious and willing to consider novel ideas.
Not surprisingly, in Barry and Friedman’s study, negotiators who scored high on openness contributed to greater mutual gain in an integrative negotiation, but they did not perform better in a “pie-dividing” negotiation. These creative negotiators may be especially skilled at spotting opportunities for value-creating tradeoffs. As a result, the answer to Question 5 is “True”: a creative personality will take you far in negotiation.
Case Study: Why do diametrically opposed negotiators deserve each other?
Kelly Schwind Wilson of Purdue University and her colleagues measured negotiators’ baseline levels of agreeableness and extroversion and then examined how they negotiated online with others who rated similarly or dissimilarly on these traits in a new study published in the Journal of Applied Psychology.
When both negotiators in a pair scored high or low on these traits (that is, both were either highly agreeable, highly disagreeable, highly introverted, or highly extroverted), their emotional interactions became more positive than when they were less similar on these traits. As a result of this increased positivity, similar pairs reached agreements faster, perceived less conflict in their relationship, and had more positive impressions of one another. The more similar pairs, however, did not achieve more egalitarian outcomes than the less similar pairs.
Surprisingly, pairs of disagreeable negotiators seemed to get along even better than pairs of agreeable negotiators. Why? One possibility is that when we bargain with someone whose behavior resembles our own, our appreciation for the perceived similarity outweighs any negative perceptions we may have of him or her.
Personality Traits All Good Negotiators Have in Common
Most people can agree on one thing: successful negotiation is a difficult task. Most people would like to improve on this skill. Although there are hundreds of books on how to negotiate more effectively, this advice can be difficult to apply because negotiating ability is heavily influenced by personality. Some personality traits indicate strong negotiation skills. This is not to say that others cannot be good negotiators; however, their success will be largely dependent on their ability to understand their own personality and build on those traits that are essential for successful negotiating. Nobody possesses all of the characteristics of a world-class negotiator, but the following skills are worth honing if you want to improve your negotiation skills.
Patience: Patience is defined as the act of bearing pain or trials without complaining or becoming frustrated. In today’s world, where instant gratification is expected, the single most important word a negotiator must remember is patience. Patience is the only thing that allows both parties to work through issues that may be impeding the transaction. Slowing down your natural desire to rush through the process allows you to fully understand the needs of your counterpart. If you want to be successful, you must accept that being refused, delayed, or criticized is a normal part of life. Those who are patient will find success.
Empathy: Empathy is the ability to understand and share another person’s feelings. In other words, you must be able to put yourself in the shoes of others. Empathy is important in negotiations because it allows you to see the other person’s point of view and conduct the negotiation in a way that benefits both parties. It is the foundation of effective communication and a necessary characteristic for great negotiators.
Integrity: is defined as the quality of being truthful and having strong moral principles, both of which are required for others to trust you in a negotiation. A negotiation is more than just a conversation or a signed contract. It is an unwritten assessment of the participants’ character and integrity. There is no deal without integrity.
Flexibility: Flexibility refers to the willingness to change or modify. You’ve probably set your goals and devised a negotiation strategy, but halfway through the discussion, you realize things aren’t going as planned. The key to closing the deal is to learn to be adaptable and change the situation. If one approach fails, try another. All good negotiators understand the importance of being adaptable.
Stamina: The ability to maintain sustained mental effort is referred to as stamina. When others appear to give up, great negotiators are willing to keep working and moving forward. They understand that if you give up the fight, you will lose. All great negotiators must be physically and mentally strong.
Tips on Using Your Personality For Effective Negotiation
For an effective negotiation, an impressive personality must be combined with effective communication. A charming personality is essential for successful negotiation.
Let us look at how personality traits can aid in effective negotiation.
An individual must try to be themself during negotiations. It is not acceptable to lie or pretend to be good. Do not pretend to be happy if you are not satisfied with the deal. It is preferable to express a concern right away rather than later. Be normal and relax; everything will fall into place on its own.
It is essential to be sincere rather than serious. One of the most important personality traits required in negotiation is sincerity. For an effective negotiation, one must be sincere. Don’t take things lightly. Prepare thoroughly for your negotiation. Before entering into a business transaction, try to thoroughly research all aspects of the transaction. You must understand the negotiation’s agenda. Carry all relevant documents that you may need during the negotiation. Don’t just go for the sake of going.
Be honest. Don’t play games. Sincerity is essential during negotiations. Never manipulate one’s salary in order to get a raise in the next organization. Don’t tell unnecessary lies for the sake of money. The fear of being caught would always be present, and it would somehow reflect on your face. Don’t worry; you’ll get exactly what you deserve.
If you know the laptop costs xyz, don’t go to the next shop and tell the shopkeeper it’s much cheaper there. He is not a moron when it comes to business. Remember that he, too, is keeping an eye on the price that his fellow shopkeeper is offering. It is preferable to request discounts or possibly additional accessories rather than reducing the price.
For a negotiation, one should dress formally. Our clothing has a significant impact on how we present ourselves. A person who is ill-dressed will have a difficult time persuading the other person.
Remember that the first impression is the last impression, so tread carefully.
Assume you go to a shop and the shopkeeper is not well-dressed, has a very casual demeanor, and is almost half asleep. How will you feel interacting with him? You’re obviously not going to bother listening to him.
Example: Tina dressed casually for a business meeting. The other party assumed that Tina was not serious about the deal and thus did not participate in the negotiation. Smart dressing does not imply wearing expensive clothes; rather, it means dressing appropriately for the occasion. Wear formal attire for business meetings, and don’t forget to polish your shoes for maximum impact. People notice your shoes.
Be patient. Impatient people are poor negotiators, according to research. Don’t expect the shopkeeper to agree to your request for a $4 price for a specific item right away and gladly give it to you. You must persuade him, which will take time. You can’t lose your cool and yell at him.
Learn to be adaptable and to compromise. It is acceptable to prioritize one’s personal interests, but one should not be selfish. If you are the first to accept something, you will not become unimportant or lose anything; instead, the other person will look up to you and you will both gain whatever you desire.
For a better negotiation, one must trust the other party. Don’t always look for flaws in others. Not everyone is bad; there are some who are extremely kind and helpful. One should not always assume that the other person will cause him harm. The second party is only there to conduct business; he is not your adversary. Instead of jumping right to the point, begin the conversation with a friendly smile. Take the initiative to compliment him if he is wearing a nice shirt. Consider him a friend. Arrogance should never be displayed. He, like you, is representing his company. Order some coffee and snacks. It will aid in breaking the ice and strengthening the two parties’ bond. Keep in mind that one should not be overly casual or friendly.
Maintain a professional demeanor. Once your transaction is completed, sign a contract in the presence of both parties. For greater clarity, the meeting minutes must be distributed to all participants. After you’ve finished shopping, remember to collect your bills from the shopkeeper. You should not rely solely on verbal communication.
Improve your listening skills for a more effective negotiation. Pay attention to the other party as well. He might think of something interesting and useful for you as well. Don’t think that the other person is clueless; he has also come well prepared. Never underestimate the opposing party. When you go shopping, don’t ignore the shopkeeper; instead, listen to him and then decide what to buy and what not to buy.
Be diplomatic and tactful. Being diplomatic does not imply being astute. There is a distinction between the two. One must be intelligent and understand what to say and what not to say. Analyze the situation and take appropriate action. Don’t say anything just because your boss has asked you to. Use your intellect and react appropriately. It is better not to speak if you believe your statements would sound foolish in the given situation.
Exercise 9:2: What Type of Negotiator Are You?
Course Manual 3: Building Rapport
Connecting with others is a professional and personal skill that we use on a daily basis.
Rapport is a connection or relationship with another person. It is defined as a state of harmonious understanding with another person or group. The process of developing that connection with someone else is known as rapport building.
Sometimes rapport just happens. We’ve all had experiences where we ‘hit it off’ or ‘get along well’ with someone without even trying. This is frequently how friendships begin. However, rapport can be consciously built and developed by finding common ground and being empathic.
Rapport is thus essentially an emotional connection with other people.
The process of establishing that connection is known as rapport building. It is usually founded on shared experiences or points of view, as well as a shared sense of humor. Building rapport is especially important at the beginning of a friendship or working relationship. However, the bond formed can last for many years.
Effective communication skills are essential in any professional or personal relationship. The stronger your bond with others, the better you will understand and empathize with them. Humans can establish rapport by connecting over common interests, mutual understanding, and empathy.
Why Is Rapport Important?
Employers are more likely to hire someone they believe will get along well with their current employees. Personal relationships are easier to form and develop when the parties involved have a stronger connection and understanding of one another, i.e., when there is greater rapport.
When we first meet someone new, we try to strike up a conversation. Whether you like it or not, this is why small talk exists: to try to find things in common with other people and form that shared bond. This bond is significant because we all have a desire to be with “people like us.”
It is much easier to establish rapport with someone who is similar to you or who shares many of your interests.
You have common ground and topics to discuss. You also share a frame of reference. This facilitates both relationship building and general communication.
However, we’ve all probably found ourselves wondering:
“I’m sure he/she is lovely, but we really don’t have anything in common.”
Working together will be more difficult and communication will be more difficult in those circumstances because you lack a shared frame of reference. You will have to work harder to establish rapport and grow your relationship, but it is still possible.
Break the Ice
Starting a conversation with a stranger is a stressful event for many people. We might be at a loss for words and appear awkward with our body language and mannerisms.
Creating rapport at the start of a conversation with someone new will often result in a more positive outcome. Whatever stress and/or anxiety you are experiencing, the first thing you must do is try to relax and remain calm. Communication becomes easier and rapport grows as tension in the situation is reduced.
• For the first few minutes of small talk, stick to non-threatening and ‘safe topics.’ Discuss established shared experiences, the weather, and how you got to where you are. Avoid talking about yourself excessively and asking direct questions about the other person.
• Pay attention to what the other person is saying and look for common experiences or circumstances. This will give you more topics to discuss in the early stages of communication.
• Try to incorporate some humor. Laughing together promotes harmony; make a joke about yourself or your current situation/circumstances but avoid making jokes about other people.
• Be aware of your body language and other nonverbal signals you send. Try to maintain eye contact for at least 60% of the time. Relax and lean slightly towards them to indicate that you are listening and mirror their body language if necessary. (For more on Body language re-visit Course Manual 6:12)
• Demonstrate some compassion. Show that you understand the other person’s point of view. Remember that rapport is all about finding commonalities and “being on the same wavelength” as another person. Being empathic will aid in this endeavor.
During initial conversations, make sure the other person feels included but not interrogated. They, like you, may feel tense and uneasy when meeting and conversing with someone new. Make the other person feel at ease. This will allow you to relax and converse more naturally.
Nonverbal Rapport Building
Initial conversations can assist us in relaxing. However, a significant amount of rapport-building occurs without the use of words and through nonverbal communication channels.
We create and maintain rapport with the other person subconsciously by matching nonverbal signals such as body positioning, body movements, eye contact, facial expressions, and tone of voice.
When you have the chance, observe two friends conversing and notice how they subtly mimic each other’s nonverbal communication.
We naturally establish rapport. It is our natural defense against conflict, which most of us will do everything we can to avoid most of the time.
It is critical to employ appropriate body language. We read body language and believe it immediately, whereas vocal communication may take more convincing. If there is a discrepancy between what we are saying and our body language, the person with whom we are conversing will believe the body language. Thus, establishing rapport begins with using appropriate body language. This usually entails being friendly, relaxed, and open.
Paying attention to and matching body language with the person we are with is important, but so is matching their words. Reflecting back and clarifying what has been said are effective strategies for repeating what the other person has communicated. It will not only confirm that you are listening, but it will also allow you to use the other person’s words and phrases, emphasizing similarity and common ground.
The tone of our voice is also important in building rapport. When we are nervous or tense, we tend to speak faster. This can make you sound even more stressed. We change our voices, pitch, volume, and pace to make what we’re saying more interesting, but it also affects how we come across. Reduce your voice volume and speak more slowly and softly. This will actually make it easier for you to establish rapport.
6 Tips for Connecting With Others to Build Rapport
Building rapport requires a variety of social skills that are required to effectively communicate with others. Verbal communication skills alone are insufficient to establish a strong relationship with another person or group.
Rapport-building tips:
Remember people’s names. Remembering people’s names and faces demonstrates attentiveness and an interest in who they are. Remembering people fosters trust, allowing for open dialogue and effective communication.
Find common ground. Finding common ground with another person by identifying a shared experience, trait, or opinion is a good way to connect. This type of empathy is useful for connecting with another person because it shows an understanding of their feelings and past experiences.
Actively listen. Giving your full attention to someone who is speaking is what active listening entails. It’s an essential communication skill because it promotes openness and honesty. Active listening facilitates conversation and leads to effective communication. If someone believes you are listening to them, they are more likely to listen to you in return, which can lead to a good relationship and great rapport.
Ask questions. Asking follow-up questions during a conversation shows that you are interested in the speaker’s point of view. This shows that you’re paying attention and want to learn more. Asking questions can help you avoid awkward small talk and move into more meaningful conversations.
Be aware of your body language. Nonverbal communication is essential for establishing rapport. Take note of your nonverbal cues and mannerisms, such as body posture, eye contact, and facial expressions. Face the person speaking to you, make comfortable eye contact, and mirror their expressions as they speak. This demonstrates that you are sensitive to their emotions. Be wary of disinterested body language; looking at your phone or the clock can indicate that you have no genuine interest in the person speaking to you, which can be detrimental to both personal and professional relationships.
Reserve judgement. When someone understands that they can share their feelings and ideas without fear of being judged, they develop good rapport. When your friends, family, or coworkers are speaking, keep your criticism to a minimum and only offer advice or information if they ask for it. When providing feedback, emphasize positivity and encourage openness.
“Many people believe effective networking is done face to face building rapport with someone by looking them in the eye, leading to a solid connection and foundation of trust.” – Raymond Arroyo
Case Study: Examples: Let’s take a closer look at building rapport in specific situations.
At networking events
Take your time getting settled in at networking events to build rapport. Take a deep breath if it’s crowded and you’re feeling overwhelmed. If there is seating available, take a moment to collect your thoughts while keeping your hands by your sides and both feet firmly planted on the ground.
Approach a person or a conversation that interests you when you feel comfortable. People expect to meet new people at networking events, so it is appropriate to approach others and introduce yourself. Use a firm handshake and a firm voice when speaking. You can start a conversation by asking them questions like, “What brings you to the event?” or “What is your profession?”
Provide your contact information after you’ve had initial conversations with a person or group of people. You should maintain contact with people who can assist you in your job search and who can assist you in some way. It’s also worthwhile to form relationships with people you admire or find interesting. Setting up meetings to discuss current projects or future goals can aid in the development of positive professional relationships.
During interviews
It can also be beneficial to establish rapport with those you meet during the hiring process. Starting to build relationships with these people, from the front desk receptionist to the recruiter to your interviewers, can increase your chances of getting the job. The better you are at making personal connections, the better employers will understand who you are and what value you can bring to their company.
Follow the interviewer’s lead to build rapport during interviews. Do not try to fit additional conversation into the interview if they appear busy and prefer concise, to-the-point answers. If the interviewers begin your meeting with casual conversation, take advantage of this opportunity to start building a relationship. Respond to their questions by asking your own. While you should avoid personal topics like religion and politics, it is acceptable to find topics or hobbies of mutual interest. It is critical that you show genuine interest in the interviewer. Active listening and attentive body language like eye contact can aid in the formation of a genuine connection.
In the Workplace
You can start building rapport in your current workplace in a variety of ways. Some coworkers are likely to form connections naturally, while others may require more effort. In any case, here are some ways to improve workplace rapport:
• Look for appropriate times to engage in casual conversation. While discussing work is important, engaging in more casual conversation can be beneficial when developing relationships. When you meet with someone, for example, start by asking what they did over the weekend or if they have any plans for the week.
• Listen carefully and remember specifics. When you do find opportunities for conversation, the key is to listen carefully, ask follow-up questions, and remember important details. Bringing up previous conversations can provide an important foundation for future conversations. This is how you begin to discover commonalities, learn about someone’s likes and dislikes, and eventually gain a thorough understanding of how they work and think.
• Schedule regular quality time. Find time to meet on a regular basis to continue to strengthen the relationship. You can plan a lunch with the person, drop by their desk when you know they have free time, invite them to coffee or a walk around the building, or spend time together doing something you both enjoy.
An Essential Skill
Every relationship requires the development of rapport. You wouldn’t have a relationship if you didn’t have rapport!
Being able to consciously build rapport is thus extremely beneficial both personally and professionally. It means you can build relationships and improve communication more quickly as a skill. As a result, your working relationships will be more effective, and your personal relationships will be stronger.
Building rapport with people can help you understand how they work, what they like and dislike, and how to communicate effectively with them. While developing rapport is a skill that will benefit you throughout your career, there are a few steps you can take right now to advance your professional relationships.
Exercise 9:3: Practice Building Rapport
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Course Manual 4: Creating Value
“Trust and mutual value creation helps both employer and employee compete in the marketplace.” – Reid Hoffman
Being of service is the key to creating value in your business.
Creating value is at the heart of business. However, we can lose sight of what true value is. We turn it into an abstract concept – a kind of business jargon – and lose sight of what it actually means to create value in business.
The truth is that value is something very real and concrete. Consider being of service if you want to learn how to create value in your business. All real-value products are embedded with specific ways of serving customers. Value is created as a result of that service.
Value is created by that which serves.
What is Value Creation?
Businesses would not survive if value creation did not exist. Consider value creation to be the foundation of every organization. The elevator rises as you create value (like a farmer turning seeds into crops). When it reaches the top floor, there are customers waiting to pay for the value created, generating profits for the company. If no value is created, the elevator never leaves the ground floor, and customers seek value elsewhere.
As you can see, work generates value. Consider this: many suppliers provide parts and components that go into the creation of the vehicle you drive. Do you think these parts are worth much on their own?
These resources, however, are transformed into a drivable vehicle when they are combined with the skill and work of employees at automobile manufacturing plants. Because that car or truck is valuable to you, you buy it. The profits are then distributed to the automaker by you, the consumer.
The significance of value creation to both the business and its customers should now be obvious: Businesses require value creation to provide financial well-being and to remain competitive in the marketplace, and consumers require value creation to provide the products and services we require in our daily lives.
Adding Value
It is critical to create space and time in a business for value creation. It necessitates a commitment to understanding why value creation is critical, as well as an investment in the people, processes, and resources that can assist a business in innovating and remaining competitive.
“Money is a function of value creation. The more value you create for other people, the higher the sales of your organization.” – Robin Sharma
Intrinsic, Extrinsic, and Strategic Value
Not long ago, the primary functions of a salesperson were to ensure that the customer bought from you by demonstrating a superior product to your competitors and communicating the benefits to the customer. The value here is solely in the product, and the value is simply communicated in the form of product functionality, benefits, cost, and so on.
• What about creating value for customers?
• What exactly is the sales team doing to add value?
• Is the value created only for the customers, especially in a B2B scenario?
These are a few questions that, if answered and illustrated with examples, can demonstrate how far we have progressed by abandoning old methods.
The value equation is as follows:
Value = Benefits – Cost
Customers define both benefits and costs, so the two ways to increase value for the customer are to increase benefits or reduce costs.
Benefits in this context do not always refer to product benefits. Benefits are the positive effects that a customer experiences as a result of the product or sales approach that ultimately provides them with exactly what they are looking for. Benefits defined in terms of a salesperson include product selection assistance, installation or training assistance, ongoing support in use, and collaboration with the customer.
Similarly, cost does not only refer to the cost of the product but also to the cost of acquisition, cost of use, cost of disposal, cost of evaluation, and so on.
Now that we’ve established that the definitions of benefits and costs have progressed far beyond their initial explanations, it’s safe to say that the sales process of creating value has evolved significantly over time.
Customer segmentation according to the type of value created:
Traditionally, customer size was used to segment and service each account in relation to its size. Customer size is no longer an indicator of profitability because, if value is sought beyond the product, a mid-sized customer can be more profitable than a larger customer.
With the concept of creating value rather than simply communicating it, we can now categorize customers into three types based on the value sought:
1. Customers with intrinsic value: Look for lower acquisition costs and complexity.
2. Customers with extrinsic value: Look for value created through sales effort.
3. Customers with strategic value: Look for strategic value through enterprise-wide collaboration.
Sales Effort Segmentation Based on Value Sought
1. Transactional Selling: The transactional selling approach can service an intrinsic customer who is primarily concerned with cost. For these customers, value is found in the product, and price is the most important deciding factor.
2. Consultative Selling: The customer seeks value that extends beyond the product itself. This type of sales approach prioritizes customer relationships, and sales personnel are willing to actively identify and provide solutions to the customer’s needs.
3. Enterprise selling is for customers seeking strategic value. The Enterprise is the primary value in this type of selling, and products are secondary. It requires interaction with both sales and non-sales functions. It necessitates a larger scale than transactional and consultative selling, due to the nature of com
Case Study: Siemens On Value Creation
SIEMENS has had great success for decades by designing, building, and selling physical products such as power generators, medical diagnostic equipment, automated machine tools, and so on. Customers who purchased these items were responsible for their upkeep. Siemens’ performance was primarily determined by the sale of machines, spare parts, and maintenance contracts. Siemens has undergone a profound transformation in recent years, shifting away from traditional corporate structures and toward organizing itself as a customer-oriented company. It no longer sees itself as a hardware manufacturer, but as a provider of value-added services.
Stakeholders are interested in how you intend to improve, implement, and solve their problems. Strategic planning is critical here because all of this can be accomplished by thinking and acting on the big picture.
Siemens, for example, has successfully created a 360-degree value for both:
• Owners and employees are internal stakeholders.
• Suppliers, distributors, society, customers, and shareholders are examples of external stakeholders.
Keeping up with the challenges and attempting to secure a critical position in the market is the new imperative in this new age era where the definition of value is constantly changing.
How To Create Value In Your Negotiations
It is critical that all parties in a negotiation reach an agreement that they believe is fair and balanced. Business owners expand their ventures by creating value for their customers, lenders, suppliers, and other stakeholders.
Every day, business leaders engage in negotiations. Leasing office space, hiring new employees, forming partnerships, signing up suppliers, and obtaining financing are all examples of typical negotiation scenarios.
As you can see, these are rarely one-off negotiations. These common negotiation scenarios are not winner-take-all situations. Long-term, profitable, and valuable relationships are the goal of business negotiations.
Share Information.
Many negotiation training courses confirm that negotiation is frequently a problem-solving exercise. Negotiation necessitates collaboration and a “give-and-take” mindset in order to achieve a win-win situation. Reciprocal information sharing allows all parties to better understand each other’s concerns, expectations, challenges, and needs.
Armed with shared information and your own research, rank your own and the other side’s needs. Look for high-low trades, which are integrative issues in which you can offer something of high value to the other side but at a low cost/value to you.
Ask about future collaborations and how you can make them happen while sharing information. What are your buyers’ current unmet needs that you can include in your contract? If possible, talk to your customers and suppliers to see if there are any shared high-level goals that you can meet.
Investigate Alternatives
While some impromptu bargaining is unavoidable, most negotiation settings are pre-planned. For a consistent positive outcome, thorough preparation and negotiation training are required. While you may be able to get exactly what you asked for, more often than not, you will have to exchange something of value. Prepare by researching alternatives both before and during your negotiation meeting.
What if some haggling is necessary? Do you have a backup plan? What is your Best Alternative to a Negotiated Agreement (BATNA) if negotiations are stalled? What is the BATNA of the opposing party? Remember that your BATNA assists you in determining your reservation point. The BATNA of the opposing party can help you determine what value they are willing to provide to avoid an impasse. Once you’ve identified and begun to develop your alternatives, you’ll be better prepared to come up with creative symbiotic solutions and will be less likely to make sales negotiation mistakes.
Analyze Interests
Ask probing questions and actively listen to the responses once at the negotiating table. The responses may provide information about previously unknown hidden interests. You should reveal your own interests to model the answers you seek. Otherwise, you run the risk of eliciting cautious responses.
You may discover overarching values with the potential for high-low trades by analyzing interests. Assume you own a bakery that supplies a large retail chain. You can use price-focused negotiation techniques but changing the packaging to an environmentally friendly material may appeal to the retailer’s environmental values. Switching packaging materials may give you an advantage over competitors who are still using plastic at little or no additional cost to you, increasing the likelihood that you will win the competition.
Reciprocity should be practiced.
Learning how to effectively negotiate prepares you to know where you draw the line in your offer and what you can give away. Negotiation preparation gives you the confidence to make magnanimous gestures that add significant value to your negotiation counterpart at a low cost to you (high-low trade). Showing generosity, according to Cialdini’s Six Principles of Influence, will make the other team more willing to give up a term, such as lowering their price or adjusting a time frame in your favor.
Be the first to make a kind gesture in order for reciprocity to work in your favor. The gesture should be regarded as a gift rather than a concession. After you’ve made your offer, resist the urge to make any additional concessions until your counterpart responds.
Negotiate by Providing Value
It is critical that all parties in a negotiation reach an agreement that they believe is fair and balanced. Businesses expand their ventures by creating value for their customers, lenders, suppliers, and other stakeholders.
Learning to be effective negotiators prepare business leaders to create mutually beneficial value by collaborating on problem-solving. Sharing information fosters a better understanding of needs and expectations, which frequently results in more value and better deals. Exploring options allows a negotiator to provide valuable trade exchanges. A negotiator can introduce creative solutions for overarching values by analyzing interests. Finally, practicing reciprocity ensures that the give-and-take results in a positive outcome for all parties.
Exercise 9:4: Creating Value
Course Manual 5: Business Negotiation
What are the essential ingredients for advancing in the workplace? Of course, hard work, communication skills, and a generous dose of luck all play a role. Another critical component that is frequently overlooked is the ability to recognize and capitalize on opportunities to negotiate for future career success. Because your position in your organization is almost always subject to negotiation, the value of negotiation in business and your career cannot be overstated.
Every good manager is an excellent negotiator. The manager is usually involved in a constant process of negotiating competing interests and points of view. Every aspect of work is “different strokes for different folks.”
The Importance of Negotiating in Business
These three guidelines (success tips) below will assist you in capitalizing on the benefits of business negotiation:
Negotiate for Long-Term Career Success Tip #1:
When it comes to our starting salary and benefits, we are all aware of the importance of negotiating in business. However, the best business negotiators understand that these concerns are only a small part of a larger picture. According to David A. Lax, coauthor (with James K. Sebenius) of 3-D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals, we should also negotiate for the tools we need to become a fulfilled and well-compensated person over time (Harvard Business School Publishing, 2006).
Instead of viewing the job you’re applying for as a final destination, Lax suggests viewing it as a springboard to the next job and possibly the one after that. This mental shift will enable you to recognize the benefits of bargaining for the tools you need to grow and thrive in the future. These tools could include a strong support team, additional training, or a job title that will position you for a future career goal.
In general, employers should be unconcerned about whether they spend their money on your salary or on benefits that you value more. If additional education would improve your job skills, an employer may be willing to pay your tuition with pre-tax dollars at a lower rate.
Business Negotiation: Negotiate Your Role Success Tip #2:
We frequently fail to negotiate assertively for our career success once we are on the job. Deborah M. Kolb and Jessica L. Porter distinguish between “capital N” and “small n” negotiations in their book Negotiating at Work: Turn Small Wins into Big Gains (Jossey-Bass, 2015). Capital N-negotiations are the formal exchanges of contracts and deals that we conduct on behalf of our organization with clients and customers.
Small n” negotiations, on the other hand, are more personal and informal workplace situations in which we negotiate for ourselves. Negotiating in the workplace could include asking your boss for the extra resources you need for a project to succeed or negotiating your way out of a disagreement with a coworker.
Because we don’t know what is possible, we sometimes overlook the importance of negotiation in business. Furthermore, the opposing party (for example, a boss who hasn’t given you a raise in two years) may appear to have no incentive to negotiate with you, leaving it up to you to initiate the conversation. Kolb and Porter recommend that you educate yourself about the parameters of a negotiation by gathering information, including from your network of contacts both inside and outside the organization.
Furthermore, the authors recommend that you look for ways to motivate the other party to negotiate with you by making your value visible. For example, reminding your boss of the large contract your team secured should entice her to discuss a possible raise.
Negotiate for the Success of Your Deal Success Tip #3
To close “big N” negotiations, we must also persuade stakeholders within our organization who must sign off on and/or implement the deal of its worth. According to Jeswald W. Salacuse, author of Negotiating Life: Secrets for Everyday Diplomacy and Deal Making, such stakeholders could include the finance division, the general counsel’s office, and the product development unit (Palgrave Macmillan, 2013).
Again, the importance of negotiation in business is highlighted. Salacuse recommends first exploring your organization’s complex interests by meeting with key personnel within your organization. Determine how they perceive the potential deal and what interests they may have that you may need to accommodate to ensure successful implementation.
Second, obtain a mandate to negotiate on their behalf, such as the authority to explore certain types of deals and possibly make tentative commitments on their behalf.
Third, constantly work to maintain and strengthen your negotiating mandate by keeping these key organizational members informed of your progress and involving them as needed.
Finally, educate these individuals on any special needs or challenges that arise, such as cultural issues or policies that limit your external partner’s flexibility.
“Negotiation is not a policy. It’s a technique. It’s something you use when it’s to your advantage, and something that you don’t use when it’s not to your advantage.” – John Bolton
Business Negotiation 6-Step Process
There is a process you can follow when negotiating on your own or on behalf of your company to ensure that you get the best deal for yourself and your business.
First, before you enter into a negotiation, consider what the ideal solution would be for you if everything went perfectly.
A person who has considered the factors or decisions involved, developed alternatives, and has a clear idea of what should ideally be accomplished has a significant advantage over another person who walks into a negotiation without having given it much thought. Preparation accounts for at least 80% of negotiating success.
When it comes to important negotiations involving large sums of money or with significant potential consequences for your company, there is no such thing as “too much preparation.” Take the time to think about what you want and write it down on paper.
6-Step Process
1. Prepare the opposite side first
Use the “lawyer’s method of preparation” once you’ve determined your ideal desired outcome. Make a list of everything you believe the other party will want to accomplish during this negotiation. Just as lawyers are trained to prepare their opponent’s case before preparing their own, you do the same in preparation for the negotiation. Put yourself in their shoes and consider their positions or demands ahead of time.
2. Be easy to work with.
Make the decision to be an excellent negotiator. Warm, friendly, calm, courteous, and helpful negotiators are the best. They are respectful and courteous to their counterparts in negotiations. They try to make the other parties feel at ease by bringing them a cup of coffee or a glass of water and presenting themselves as friends during the negotiation.
“Likeability” is one of the most powerful factors in ensuring that you get the best deal possible during a negotiation. The more the other person likes you, the more willing that person is to be influenced by you, even if it means making concessions to make you happy with the outcome of the negotiation.
Forget everything you’ve learned about hardball bargaining. It only works in films. If you try to be difficult or demanding in a negotiation, the other party will almost certainly end the conversation or walk out. If someone is being difficult in a negotiation, resolve to remain calm and cheerful while waiting for the person to calm down.
3. Aim for a win-win situation.
A win-win situation is the ideal negotiating outcome. It is the point in the negotiation where both parties believe they have gotten a good deal. Both parties believe they have prevailed in some way. Neither party is dissatisfied or dissatisfied with the outcome of the negotiation.
Remember that the goal of a business negotiation is to reach an agreement in which both parties are satisfied enough with the outcome that they both carry out their commitments under the negotiation and are willing to negotiate with the same party again in the future.
4. Consider the Long Term
Personally, I have business relationships that date back more than twenty-five years and have involved negotiations. Because I have always been prepared and fair (seeking a win-win outcome), I have been able to enter into many millions of dollars of negotiations with the same parties over the years, and I continue to do business with these parties without tension or stress. This should also be your goal.
When starting a negotiation, the first step is to figure out exactly what the other person wants and in what order of importance. Then, in order of importance, you tell the other person what you want.
5. The Law of Four
When negotiating, keep the Law of Four in mind. According to this law, there are usually only four major issues to be resolved in any negotiation. There is one major problem and three minor problems. A negotiation can take place because the main issue for each of the parties is different. Each party emphasizes one of the terms or conditions and places a minor emphasis on three others, which differ from one another.
6. Be Ready to Re-Negotiate
Negotiating terms and conditions that have long-term potential consequences is another area where “slow thinking” is required if you want to get the best deal. Also, keep in mind that no negotiation is ever final. If you discover that you made a bad deal due to new information or changing circumstances (or if the other party discovers that it made a bad deal), be prepared to reopen the negotiation and adjust the terms and conditions so that both parties are satisfied with the agreement. Approaching business negotiations with a creative mindset will not only preserve a relationship, but will also add significant value for both parties, resulting in win-win outcomes.
When both parties are happy with the agreement and continue to be happy, they will work together to make the negotiation successful and to enter into future successful negotiations.
Case Studies on Business Negotiations
The Microsoft-Nokia Partnership
Microsoft made the unexpected announcement that it was acquiring Nokia, the Finnish mobile handset maker, for $7.2 billion in a merger aimed at expanding Microsoft’s mobile and smartphone offerings. The challenges of integrating employees from different cultures added to the merger’s complexity after the ink on the contract dried. International business negotiation case studies like this one highlight the challenges that businesses face when attempting to negotiate two distinct identities.
Apple’s Apology to China
When Apple CEO Tim Cook apologized to Chinese customers for problems caused by Apple’s warranty policy, he promised to fix the problem. Professor William W. Maddux of INSEAD and his colleagues compared reactions to apologies in the United States and Japan in a negotiation research study. They discovered that apologies can be especially effective in repairing broken trust in “collectivist cultures” like China and Japan, regardless of whether the person apologizing is to blame. This is particularly true in a cross-cultural business negotiation like this one.
Bangladesh Factory Safety Agreements
In this negotiation case study, an eight-story factory in Bangladesh collapsed, killing an estimated 1,129 people, the vast majority of whom were low-wage garment workers producing goods for foreign retailers. Following the tragedy, companies that outsourced their garment production were under pressure from the public to improve working conditions for foreign workers. Labor unions concentrated their efforts on convincing Sweden’s “cheap chic” behemoth H&M to take the lead on safety improvements. This negotiation case study contrasts all-inclusive, diffuse agreements with targeted, specific agreements.
Exercise 9:5: Play the 2 Dollar Game
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Challenges to Negotiating in the Workplace
The workplace is constantly changing, but negotiation is a constant. Remember that changing business practices can bring with them new challenges. It is necessary to learn negotiation skills as well as how to adapt them to a specific situation.
Many meetings today, for example, are conducted entirely over the phone or the internet, and some negotiations may take place via email. Because these modes of communication can impair your ability to read nonverbal cues, you might consider interacting via video chat instead.
Negotiation skills can assist you in furthering your career, securing a higher salary, and meeting critical business needs. Continuous practice is essential for improving your negotiation skills.
Course Manual 6: Negotiation Skills
Negotiation skills are the abilities that allow two or more parties to reach an agreement. Communication, persuasion, planning, strategizing, and cooperating are all examples of soft skills. Understanding these abilities is the first step toward becoming a more effective negotiator.
12 Essential Negotiation Skills
The skills you’ll require are determined by your surroundings, your desired outcome, and the people or businesses involved. Here are a few key negotiation skills that can be used in a variety of situations:
1. Communication
Identifying nonverbal cues and verbal skills to express yourself in an engaging manner are essential communication skills. Skilled negotiators can adjust their communication styles to meet the needs of the listener. By communicating clearly, you can avoid misunderstandings that could prevent you from reaching an agreement.
2. Active Listening
Active listening skills are also essential for understanding another person’s point of view during a negotiation. Unlike passive listening, which is the act of hearing a speaker but not remembering what they said, active listening ensures that you can engage and later recall specific details without having to repeat information.
3. Social and emotional intelligence
Emotional intelligence is the ability to control one’s own emotions as well as recognize the emotions of others. Being aware of the emotional dynamics during a negotiation can help you stay calm and focused on the main issues. If you are dissatisfied with the current negotiation, request a break so that you and the other party can return later with fresh perspectives.
Emotional intelligence is the ability to effectively understand and manage emotions. Emotional intelligence in the workplace can provide significant benefits and help you advance your career, as well as improve relationships and promote a positive work environment.
4. Managing Expectations
Just as you should enter a negotiation with a clear goal in mind, the other side will almost certainly have its own set of expectations. If you think you won’t be able to agree on each other’s terms, try adjusting your expectations. Skilled expectation management entails striking a balance between being a firm and collaborative negotiator.
5. Be patient
Some negotiations can take a long time to complete, requiring renegotiation and counteroffers on occasion. Rather than seeking a quick resolution, negotiators frequently exercise patience in order to properly assess a situation and reach the best possible outcome for their clients.
6. Adaptability
For a successful negotiation, adaptability is essential. Each negotiation is distinct, and the situation within a single negotiation can change from day to day. For example, an involved party may abruptly change their demands. While it is difficult to plan for every possible scenario, a skilled negotiator can adapt quickly and devise a new strategy if necessary.
7. Persuasion (Influence)
The ability to persuade others is an important negotiation skill. It can help you define why your proposed solution benefits all parties and encourage others to agree with you. Negotiators must be persuasive as well as assertive when necessary. Assertiveness allows you to express your opinions while also respecting the opposing viewpoint.
8. Preparation
Negotiation necessitates preparation in order to determine what you want. Consider the best possible outcome, your least acceptable offer, and what you will do if an agreement cannot be reached. A successful negotiation requires the ability to prepare, plan, and think ahead. Planning abilities are required not only for the negotiation process, but also for determining how the terms will be implemented.
The best negotiators always have at least one backup plan, if not more. Consider all possible outcomes and be prepared for any of them. This is referred to as the “best alternative to a negotiated agreement” by negotiators (BATNA)
9. Integrity
Integrity, or having strong ethical and moral principles, is an important negotiation skill. Being thoughtful, respectful, and truthful allows the other party to believe what you say. You should be able to follow through on commitments as a negotiator. Avoid over-promising to demonstrate trustworthiness.
10. Rapport Building
The ability to establish rapport allows you to form relationships with others in which both parties feel supported and understood. Building a rapport necessitates not only effectively communicating your goals, but also understanding the wants and needs of the other party. Rapport reduces tensions, promotes collaboration, and increases the chances of reaching an agreement. Respect and active listening skills are essential for developing rapport.
11. Problem-solving abilities
Negotiation necessitates the ability to see the problem and come up with a solution. How can a price be reduced if it is too high? What can be done to increase the supply of a scarce resource? Finding unique solutions to problems may be the deciding factor in compromise.
12. Decision Making
During a negotiation, good negotiators can act decisively. During a bargaining session, it may be necessary to reach a compromise. You must be able to react quickly. Keep in mind that your decisions may have long-term consequences for you or your company. It is critical to carefully consider your options without overthinking your decision. Going back and forth between options without a clear answer may cause undue stress.
More on Emotional Intelligence
What is emotional intelligence, exactly?
The ability to understand and manage emotions is referred to as emotional intelligence (EI), also known as emotional quotient (EQ). If you are emotionally intelligent, you can handle interpersonal relationships more empathically, and having a high emotional intelligence can help you achieve your professional goals more effectively.
Emotional intelligence has five components at work.
Daniel Goleman, a psychologist, is credited with developing the five components of emotional intelligence at work in the 1990s. These are the components, with examples of how they are used in the workplace.
1. Self- Awareness
Self-awareness is the ability to recognize one’s own emotions and emotional triggers. Being aware of your emotions allows you to comprehend how others may perceive your emotions. You can use self-awareness at work to understand how your coworkers, clients, or managers perceive you.
2. Self-control
Self-regulation is the ability to control and adjust one’s emotions in order to achieve a more positive outcome. Controlling your emotions is critical in any situation because your emotions have a strong influence on others. You can manage your emotions on the job by adjusting your feelings in order to maintain a professional appearance in front of clients.
3. Motivation
Motivation is the desire and urge to do something, and it is related to emotional intelligence because your desires can promote various feelings toward something. For example, a desire to successfully complete all of your daily tasks may be displayed as intrinsic motivation to your employer — as well as a way of meeting your own inner needs and goals.
4. Empathy
Empathy is the ability to identify and comprehend another person’s feelings. Understanding others’ emotions enables you to handle workplace situations more effectively. For example, if a coworker shows signs of distress, you can respond with empathy to defuse a potentially dangerous situation.
5. Social Skills
Social skills are the abilities that allow people to communicate and interact with one another. You can listen, speak, and resolve conflicts more effectively if you have stronger social skills, such as effective communication and respect. Social skills can be used to advance your career in the workplace and are essential tools for leaders.
What is the significance of emotional intelligence in the workplace?
Emotional intelligence is important at work because it allows you to perceive, reason with, understand, and manage your own and others’ emotions. Being able to manage emotions allows you to guide and help others, and it can help you be happier and more successful.
Some of the reasons why emotional intelligence is important in the workplace include:
• Recognize nonverbal communication: You have the opportunity to correct a situation before it becomes a problem. For example, if you notice a coworker displaying nonverbal signs of sadness, you could approach them and express your empathy.
• Be aware of your own emotions: You can use this skill to modify your behavior before it causes a problem for a client or coworker. For example, if you know you had a bad night, you might try to change your behavior the next workday by focusing on more positive feelings.
• Increase efficiencies: When you are empathetic and understand other people’s emotions, you can make better decisions and complete tasks more quickly.
• Advance your career: Emotional intelligence and leadership abilities are inextricably linked. Actively demonstrating skills such as patience, active listening, positivity, and empathy can help you advance to a leadership role, title promotion, or raise.
• Encourage others to develop strong interpersonal skills: Emotions are contagious, and demonstrating explicit motivation, empathy, responsibility, and teamwork may inspire your team to follow suit.
“One of the best ways to persuade others is by listening to them.” – Dean Rusk
Types of Negotiation
Most negotiations will result in one of two outcomes: “win-win” or “win-lose.” Understanding the various types of negotiations allows you to identify the most relevant skills for your role and work to improve them. The most common types of negotiations are distributive and integrative.
Distributive Negotiations
Both sides try to gain control of a limited amount of resources in distributive negotiations, also known as “distributive bargaining.” This is known as a “win-lose” negotiation. The gain of one side equals the loss of the other. For example, a client may believe that if Company XWZ does not reduce the price of a service, they will be overcharged. The company may believe that lowering its price will result in a loss of money.
Integrative Negotiation
An integrative negotiation, also known as a “win-win,” occurs when everyone benefits from the agreement. There is usually more than one issue to be negotiated, so tradeoffs are possible. Each side benefits from reaching an agreement. For example, a client believes Company XWZ’s service should be reduced to $800, while the company believes it should remain at $1,000. Both parties may agree to a $900 service. Both “win” $100 in this case.
How to Skillfully Prepare for a Negotiation
By planning ahead of time, you can be ready to use your negotiation skills to their full potential.
1. Conduct research
Before entering into a negotiation, assess all parties and their objectives. For instance, if you’re nearing the end of the hiring process, you might be getting ready to negotiate a salary. The employer is most likely looking for someone who can perform the required job duties while earning a competitive salary. You most likely want to offer your experience and knowledge to a company in exchange for what you believe is fair compensation.
It can also be beneficial to conduct research on the individual with whom you are negotiating. Recognize the negotiator’s limitations. Do they have the ability to provide you with what you desire? Sometimes the person with whom you are negotiating is unable to meet your demands. Understanding these constraints can help you plan your strategy.
2. Understand your priorities
Negotiations frequently necessitate compromise on both sides. Decide what is most important to you and what you are willing to accept in its place. Setting your priorities ahead of time can help you evaluate what you’re unwilling to give up and where you’re willing to compromise.
3. Think about the opposition
Consider who might object to your negotiations. Do you believe your boss will object to a pay raise due to declining sales? Will you be denied a higher starting salary for a position because your rate is higher than the average? Make a list of all potential opponents, and then gather the information you’ll need to argue your case.
4. Recognize when to walk away
Knowing when to walk away from a deal can be one of the most difficult aspects of negotiation. It is critical to approach all negotiations with the understanding that you may not be able to reach an agreement. When you realize no more concessions can be made and one or both parties are unwilling to accept the terms, it’s probably time to walk away.
5. Keep in mind your timetable.
A timeline can have a significant impact on your negotiating position. For example, if one or both parties are rushing to make a decision, one or both may give up too much and later come to regret their actions. For example, if you need a new job quickly, you may accept a position with lower pay than you deserve or make too many concessions on benefits. In this case, you may be dissatisfied with your decision in the long run.
The same rule can be applied over a longer period of time. If a company is considering partnering with a vendor but does not yet require their services, the vendor may find it more difficult to persuade the company to meet their terms. The company may press harder for lower rates and more value, knowing that if the vendor does not agree, there is still time to find another solution.
Exercise 9:6: Accepting Your Emotions
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Course Manual 7: Negotiation Strategies
We don’t have a choice whether or not to negotiate when doing business. The only option is how well we negotiate. Every day, we all have to negotiate something. Supervisors use negotiating strategies and skills to motivate employees, set budgets and timelines, employees negotiate for promotions and raises, parents negotiate with their children to clean up, and spouses negotiate every time they decide how to manage their time or finances.
While there are numerous negotiation strategies available, using a mutual-gains approach is highly recommended.
Negotiation strategies that promote a mutual gains approach to the bargaining table can help a negotiator find ways to create value and expand the pie of resources. To accomplish this, you must first establish a relationship with your counterpart and then discover the zone of possible agreement with him/her (ZOPA).
When you know where you and your counterpart agree (and where you disagree), a skilled negotiator can craft an agreement that most closely approximates her own and her counterpart’s needs while building a bargaining relationship.
Negotiators must use the following negotiation strategies to mount a successful negotiation campaign:
• In a complex, multiparty setting, never take victory for granted.
• Identify and cultivate potential allies before you need them.
• At the start of the process, identify all of your likely and potential opponents.
• Be wary of opponents with disparate concerns banding together to form a blocking coalition.
• Listen to potential opponents’ concerns and address them as much as possible.
• Remember that negotiation continues during the implementation stage and that success requires ongoing support.
The best negotiators understand the significance of using win-win negotiation strategies: when both parties are satisfied with their agreement, the chances of a long-lasting and successful partnership increase significantly.
6 Powerful Negotiation Strategies
Here are six effective negotiation strategies that can be used in business or in life in general, but are particularly relevant to the negotiating process:
1. The negotiating process is ongoing, not a one-time event.
Good negotiating outcomes are the result of good relationships, which must be built over time. As a result, good negotiators are constantly looking for ways to improve the relationship and strengthen their position. In some cases, the outcome of the negotiation is determined before the parties meet to discuss it.
2. Be optimistic
Many negotiators underestimate themselves because they do not accurately perceive their own power. In most negotiating situations, you have more negotiating power than you realize. You must believe that the other party requires what you bring to the table just as much as you do for the negotiation to be successful. Also, make sure that positivity is visible throughout the negotiation. While interacting with the other party, be mindful of your tone of voice and nonverbal body language.
3. Prepare
Negotiation requires a lot of information. Investigate the other party’s history, past problems, and any sensitive issues. The more you know about the other party’s situation, the better prepared you’ll be to negotiate. Practice is the most important aspect of preparation! Negotiation is similar to golf or karate. To execute well, you must practice.
4. Consider the best- and worst-case scenarios before beginning negotiations.
Don’t get too worked up if things don’t go your way. In such cases, it’s a good idea to reconsider all positions and return to the table. In most cases, as long as you know each party’s highest and lowest expectations, a middle ground can usually be found in the overlapping areas.
5. Be articulate and add value.
This is crucial, and it is what distinguishes good negotiators from masters. You will shine when you have a strong belief in what you are negotiating for. Develop your ability to present your thoughts and ideas in such a way that others recognize their worth.
Here’s how to do it well:
• When presenting a situation, be direct. Make it clear what is expected. Discuss methods for making it happen.
• Don’t just talk about what needs to be done. Discuss the implications – how your solution will benefit the other party.
6. Give and Take
Always make sure to get something in return when someone gives something up or concedes on a part of a negotiation. Otherwise, you’re conditioning the other party to demand more while diminishing your own position and value. Maintaining a balance establishes equality for both parties.
“Know what you want to achieve prior to starting to negotiate. It’s the golden rule but the one most people fail to heed. Without a plan, you allow the opposing party to define your goals instead of the other way around.” – Ivanka Trump
Negotiation Preparation
Top Tips to Overcome Common Challenges During Negotiation:
1. Keep Calm and Be Present
A good negotiator should strive to put some distance between themselves and any worst-case scenario that may arise during the negotiation process. Negotiators should work in groups so that the other team member can pick up on any information that the other team member overlooks. As humans, we are easily distracted, and we frequently engage in selective listening, hearing only what we want to hear. When it comes to consistency versus truth, our minds also tend to act on intellectual prejudices. This is why, when we go into negotiations, we are so preoccupied with ideas that support our position that we are unable to listen carefully. According to psychological research, we can only hold seven pieces of information in our subconscious mind at any given time.
The belief that negotiation is a battle of arguments stems from the overwhelming number of voices in our heads. A person who is not talking is most likely thinking about their arguments. When speaking, the individual makes his or her arguments. This is the most likely scenario in a negotiation, and it results in a state of schizophrenia. This happens as a result of everyone listening to the voices in their heads, which confuses them even more.
By focusing on the other person and what they have to say, you can silence your own and the other person’s inner voices. Being an active listener will allow you to make the other person feel safe and quiet the voices in their head.
The goal is to figure out what the other person wants, whether it’s money, emotional needs, or something else. You should then proceed to make them feel safe so they can express themselves more freely.
Identifying the other person’s emotional needs will help you learn more about their monetary needs. It’s easy to talk about wants because they make us feel in control, whereas needs are an indicator of survival. A good negotiator will not focus on needs and wants, but rather on authenticating the other person’s emotions and creating enough trust and safety for them to speak freely.
2. Slow it down
One of the most common mistakes negotiators make is moving too quickly during the process. Being hurried can make the other person feel as if their words are not being heard, and any rapport and trust that has been established can easily be lost. According to research, the ability to slow down the process is a very important tool for the negotiator. It also serves to relax both parties.
3. Use Your Voice
When reflecting on the strategy or approach to use in the negotiation process, one is likely to expend all of their energy on what they say or do. It’s simple to be ourselves and influence those around us. Our brains process others’ feelings and intentions in addition to their words and actions. This is normally done subconsciously.
It is easy to have flowing conversations with others when we project warmth and acceptance. A person who enters a room with a certain level of comfort and enthusiasm is likely to attract others. When you smile at someone in the street, for example, they are likely to smile back at you as a reflex. A good negotiator should understand the reflex concept and strive to apply it at all times.
In any conversation, your voice can be used to reach the other person’s brain and trigger their emotions. It can be used to transform someone who lacks trust into someone who is trusting. A nervous person can also be calmed by speaking to them in a specific tone of voice.
A negotiator can use three voices: the late-night FM DJ voice, the positive voice, and the assertive voice. Unless absolutely necessary, you should rarely use the assertive voice. Use your positive voice to reassure the other party that you are a pleasant person with a positive attitude. Relax and smile while speaking to accomplish this.
4. Practice Mirroring
Mirroring, also known as isopraxism, is a neuro behavior that occurs in humans and animals. It happens when we unconsciously mimic the other person’s behavior in order to comfort them. This is normally accomplished through speech patterns, body language, vocabulary, and even voice tone. It’s also a sign of closeness. We are more likely to be drawn to what is similar and fear what is different as humans. When used correctly, it can be used to imply similarities and foster feelings of trust.
Mirroring is mostly associated with nonverbal forms of communication; however, when it comes to negotiation, the negotiator must rely on words. Because every time you mirror someone, you rephrase what they just said, repeating the words will cause them to elaborate on what they just said.
5. Use Labeling
Labeling is the process of authenticating the emotions of another person through recognition. You save time because you don’t have to ask them multiple questions. Labeling is especially useful when the other person is nervous. When compared to an unlabeled emotion, a labeled emotion is less intense.
The first step in labeling is to identify the other person’s emotional state. The trick to identifying those feelings is to pay attention to their reactions to external events, which are usually your words. Psychics use this technique to “predict your future.”
Once you’ve identified the key emotion, express it in the form of a statement or a question. You are encouraging the other person to respond by doing so. Following the vocalization of the label, the next step is to remain silent in order for it to sink in and for the other person to respond. Labeling is a tactic rather than a strategy.
Exercise 9:7: Practice Tactical Empathy
Exercise 9:8: Getting Results
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Course Manual 8: Conflict Resolution
Conflict in business is all too common, especially in times of increased business pressures. Even so, most of us lack basic conflict resolution skills. Rather than reacting to conflict solely on an emotional level, you can learn how to manage disputes and disagreements positively, or even avoid them entirely.
Conflict resolution skills are required for a wide variety of positions in many industries. This requirement is based on the fact that conflict reduces productivity and creates a difficult work environment, resulting in unwanted staff turnover and low morale.
Individuals who can resolve conflicts are often excellent mediators, rational, and able to manage difficult personalities with empathy.
In this course, we will discover the different types of conflict resolution, as well as examples and how the conflict resolution process works. We will also cover the significance of mediation in the workplace.
What Exactly Is Conflict Resolution?
Conflict resolution is the process by which two or more parties resolve a dispute peacefully.
There are several types of conflict that can occur in the workplace:
• Conflict can arise between coworkers, supervisors and subordinates, or service providers and their clients or customers.
• Conflict can also arise between individuals or groups, such as management and the labor force, or between entire departments.
However, some conflicts are the result of genuine disagreements about how an organization should operate.
The Conflict Resolution Process
Conflict resolution in the workplace typically involves some or all of the following processes:
1. Recognition of the existence of a problem by the parties involved.
2. Mutual agreement to address the problem and find a solution
3. An attempt to comprehend the opposing individual’s or group’s point of view and concerns.
4. Identifying changes in attitude, behavior, and approaches to work that will reduce negative feelings on both sides.
5. Recognizing conflict-related triggers.
6. Interventions by third parties to mediate, such as human resources representatives or higher-level managers.
7. A willingness to compromise on the part of one or both parties.
8. Agreement on a strategy for resolving disagreements.
9. Keeping track of the impact of any agreements for change.
10. Employees who refuse to cooperate in conflict resolution will be disciplined or fired.
Conflict Resolution Skill Types
Assertiveness
A manager may take the initiative to call a meeting between two employees who are embroiled in a public dispute. An employee may approach a coworker with whom they are at odds to suggest working together to find ways to coexist more peacefully.
Common Traits:
• Articulation
• Approach with Balance
• Candor
• Decisiveness
• Delegation
• Fact-Based
• Fairness
• Firmness
• Leadership
• Emotional Management
• Management
• Negotiation
• Socializing
• Opinion Expression
• Problem-Solving
• Self-Control
• Stress Reduction
Active listening and interviewing
To determine the nature of a conflict between a supervisor and a subordinate, a human resources representative may need to ask questions and listen carefully.
Common Traits:
• Articulation
• Attentiveness
• Conscientiousness
• Consideration
• Empathy
• Encouragement
• Intuition
• Listening
• Negotiation
• Communication Through Nonverbal Means
• Persuasion
• Prediction
• Presentation
• Professionalism
• Relationship Development
• Respect
• Good sense of humor
• Sincerity
• Socializing
• Understanding
• Verbal Communication
Empathy
A mediator may encourage empathy by asking employees in conflict to describe how the other is feeling and thinking, as well as how the situation appears to the other party.
Empathy is also an important skill for mediators, who must be able to understand both parties’ points of view while not necessarily agreeing with either.
Common Traits:
• Requesting Feedback
• Creating Trust
• Compassion
• Inclusion
• Providing Feedback
• Dealing with Difficult People
• Emotional Management
• Superior Emotional Intelligence
• Recognizing Nonverbal Cues
• Recognizing Distinctions
• Understanding Different Points of View
• Interpersonal abilities
• Patience
• Personable
• Self-Awareness
• Self-Control
• Trustworthiness
• Opinions Are Considered
Facilitation
Managers of rival departments might facilitate a joint brainstorming session with their teams to generate solutions to ongoing points of conflict. Group facilitation techniques can also be used to avoid triggering conflict during group decision-making in the first place.
Common Traits:
• Brainstorming
• Collaboration
• Conflict Management
• Diplomacy
• Ethics
• Humility
• Influence
• Insight
• Intuition
• Listening
• Organization
• Patience
• Perception
• Planning
• Practical
• Realistic
• Reflective
• Teamwork
Mediation
A supervisor may lead conflicting subordinates through a process to identify mutually agreeable behavioral changes.
Common Traits:
• Assertiveness
• Making Compassionate Decisions
• Intelligence Emotional
• Empathy
• Honesty
• Impartial
• Insightful
• Leadership
• Measured
• Patience
• Patience Solving
• Professionalism
• Psychology
• Approach Based on Reason
• Respect
• Understanding
• Transparency
Problem Solving
To simply eliminate points of friction, a supervisor may redefine the roles of two conflict-prone employees. Finding new win-win solutions is another example of creativity.
Common Traits:
• Solution Generation
• Conflict Resolution
• Collaborating
• Problem Solving Through Creativity
• Thinking Critically
• Organizing Meetings
• Creativity
• Making Decisions
• Choosing Sanctions
• Reasonable Resolution
• Integration of Objectives
• Process of Monitoring
• Communication Through Nonverbal Means
• Solving Issues
• Relationship Repair
• Good sense of humor
• Verbal Communication
Accountability
As part of the preparation for a performance appraisal, a supervisor may document conflict-initiating behaviors displayed by a chronic complainer. In this way, the supervisor aids in the establishment of accountability, because the employee can no longer pretend the problem does not exist.
Common Traits:
• Adaptable
• Collaboration
• Delegation
• Drive
• Dynamism
• Flexibility
• Focus
• Follow-through
• Honesty
• Integrity
• Leadership
• Motivation
• Organized
• Planning
• Results-Oriented
• Visionary
• Trustworthy
• Versatile
Case Study: Conflict Resolution Skills Examples
1. A supervisor’s assertiveness in convening a meeting between two employees involved in a public dispute.
2. A human resources representative uses interviewing and active listening skills to define the nature of a conflict between a supervisor and a subordinate.
3. A supervisor fosters empathy by asking opposing employees to describe how they might feel in a conflict situation.
4. Managers from competing departments lead a brainstorming session with their staff to generate solutions to ongoing points of contention.
5. A supervisor’s mediation skills assist rival subordinates in identifying mutually agreeable behavioral changes.
6. A coworker approaches a rival and suggests that they find a way to coexist more peacefully.
7. A supervisor’s creativity and problem-solving in redefining the roles of two conflict-prone employees in order to eliminate points of friction.
8. A supervisor establishes accountability by documenting conflict-initiating behaviors on an employee’s performance appraisal.
Benefits of Mediation in Business
Meditation has been one of the most unexpectedly rewarding practices in my life. The advantages have been felt in both my personal and professional lives. I had anticipated the latter; I began the practice primarily to alleviate the effects of work stress. The latter had largely escaped my notice.
Many people who do not meditate dismiss the practice as New Age nonsense. And it’s difficult to blame them. But, after nearly two years of consistent practice, I discovered that meditation is simply a mental model, like any other, that develops through daily practice. The practice focuses on key principles, and the consistency makes them second nature. Every decision and action you take becomes increasingly important.
Meditation provides a framework for dealing with most situations, and nowhere has this been more useful for me than in business, an environment fraught with uncertainty, risk, and a great deal of stress. That is why, over the years, it’s not surprising to discover so many successful and well-known business practitioners who have adopted and maintained the practice in their own work, attributing much of their success to it:
Case Study: Case Studies of Successful Mediation
“I came to meditation in my own life during a very stressful work period that then turned into a very stressful personal period,” Ray Dalio, founder of Bridgewater Associates, wrote in his book Principles. But it relieved me of so much pain. It completely changed my perspective on life. I’ve been meditating on a regular basis….and I’ve noticed an exponential improvement. In terms of scale, the greater the reward, the more you do. “More than a straight line.”
In an interview with the San Francisco Chronicle, Marc Benioff, co-founder, and CEO of Salesforce.com, stated, “I am very interested in keeping a clear head.” So, I enjoy meditation, which I’ve been doing for over a decade – most likely to help relieve the stress I was experiencing at the time.
“I’ve been meditating for ten to fifteen minutes every day for the past two months,” Fred Wilson, a successful venture capitalist and co-founder of Union Square Ventures, wrote in his newsletter. I’m noticing a number of advantages, but the one I’m most aware of is an improved ability to avoid distraction during a conversation or other situation where I need to concentrate. I’ve always been extremely focused, almost to the point of obsession. But I also find my mind wandering when I am losing interest, which is obviously very bad…. Meditation is similar to repetitive exercise of the brain’s focus muscle. So, if you’re having difficulty being present in situations where you want to be but can’t, I strongly advise you to seek help.
“The Anatomy of Conflict:
If there is no communication, then there is no respect. If there is no respect, then there is no caring. If there is no caring, then there is no understanding. If there is no understanding, then there is no compassion. If there is no compassion, then there is no empathy. If there is no empathy, then there is no forgiveness. If there is no forgiveness, then there is no kindness. If there is no kindness, then there is no honesty. If there is no honesty, then there is no love. If there is no love, then God doesn’t reside there. There is no peace if God does not reside there. There can be no happiness if there is no peace. If there is no happiness, then there is conflict because communication is lacking.” – Shannon L. Alder’s
Exercise: 9:9: Role Play a Workplace Conflict
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Course Manual 9: Win-Win Negotiation
Win-win negotiation is a negotiation style in which both parties’ interests are considered in order to end the discussion positively and gain the most benefit. As a result, a win-win negotiation is a discussion rather than a competition. Based on a conversation, the parties exchange interests and discuss how they can work together to build a long-term relationship.
If one of the parties considers ending the negotiation with a win-lose outcome, the other party is likely to believe that unfair practices occurred, and the relationship may suffer as a result.
A win-win negotiation is achieved when both parties consider each other’s interests. A critical aspect of win-win negotiations is that the agreement cannot be improved further. To achieve this result, both parties must come up with innovative solutions that benefit both.
“In a negotiation, we must find a solution that pleases everyone, because no one accepts that they must lose and that the other must win… Both must win!” – Nabil N. Jamal
However, achieving a win-win negotiation is not always easy. Sometimes one of the parties must make a tradeoff for which compensation may be provided. Another challenge could be determining what the other party truly desires.
For example, a furniture manufacturer negotiating with a potential customer who may order large quantities of products annually may believe that the customer wants low prices due to the large volume.
However, it is possible that this customer is looking for manufacturers who source their raw materials from sustainable suppliers and assemble their final products in the most sustainable way possible, which the manufacturer cannot yet guarantee.
However, the potential buyer approached by the manufacturer is aware that this manufacturer provides the highest quality products. Requesting competitive bids from other manufacturers may result in a reduction in quality. As a result, a win-win negotiation is preferred in order to find the best solution.
3 Examples of Win-Win Negotiation
Style
Win-win negotiation frequently boils down to the negotiator’s style. Some employers, for example, want their employees to believe they negotiated a good salary in order for them to be motivated and committed. Others will fight tooth and nail to get a low salary and will only hire if they believe they have won, and the candidate has negotiated poorly.
Strategy
Negotiators who use a win-win strategy are more likely to reach an agreement. Win-win negotiation has the potential to uncover value creation opportunities that a win-lose approach is unlikely to uncover. For example, an employer may discover that a candidate is willing to accept a lower salary in exchange for flexibility, such as the ability to work from home several days per week. Because the employer does not provide the employee with a permanent desk, this may save the employer money on office space. Both parties feel they have won, and the employer has saved money on both salary and facility costs.
Situation
In most cases, a win-win solution is possible. Situations in which no new value can be created are often referred to as win-lose situations because you get more, and the other side gets less. This is frequently described as dividing a fixed-size pie between people. Extremely negative situations may be classified as lose-lose because they involve the distribution of losses or punishment rather than rewards. Even negative situations can often be negotiated using a win-win strategy. A divorce, for example, may result in a win-win solution centered on what is best for the couple’s children given the circumstances.
5 Win-Win Negotiation Strategies
The five tips below, from Harvard Law School’s Program on Negotiation, will help you and your counterpart reach a truly win-win agreement.
1. Win-win Negotiation Strategy #1: Make multiple offers at the same time.
If you only make one offer at a time, you will learn very little if the other party rejects it. Consider what happens when you present multiple offers, each of which is equally valuable to you, suggests Harvard Business School professor Max H. Bazerman. If the other party rejects all of your offers, ask her which one she prefers. Her preference for a particular offer should give you a good idea of where you can find value-creating, win-win trades and generate mutual gain. When you make multiple offers at the same time, you signal your accommodating and flexible nature, as well as your ability to identify potential win-win moves.
2. Win-win Negotiation Strategy #2: Include a matching right.
According to Harvard Business School and Harvard Law School professor Guhan Subramanian, including a matching right in your contract—a guarantee that one side can match any offer that the other side later receives—can be a classic win-win move in negotiation. Consider yourself a landlord negotiating with a prospective tenant. You want to be able to sell the apartment to another person in the future, whereas the prospective tenant wants a commitment to rent the apartment for as long as she wants. Offering the tenant, a matching right—the ability to match any legitimate third-party offer—would allow you to maintain your flexibility while allowing the tenant to avoid the disruption of a move. In this case, matching rights can improve the odds of a win-win agreement.
3.Win-win Negotiation Strategy #3: Try a contingent agreement.
Parties frequently reach impasse in negotiations because they hold opposing views on the likelihood of future events. You may be convinced that your company will complete a project on time and on budget, but the client may regard your proposal as unrealistic. A contingent agreement—negotiated “if, then” promises aimed at reducing risk about future uncertainty—offers a way for parties to agree to disagree while still moving forward in such situations, writes Massachusetts Institute of Technology professor Lawrence Susskind in his book Good for You, Great for Me: Finding the Trading Zone and Winning at Win-Win Negotiation (Public Affairs, 2014). According to Susskind, contingent commitments frequently create incentives for compliance or penalties for noncompliance.
For example, you could propose paying specific penalties if your project is turned in late or agree to significantly lower your rates if you go over budget. To include a contingent agreement in your contract, have both parties write out their own scenarios of how they expect the future to play out. Then, for each scenario, negotiate the expectations and requirements that seem appropriate. Finally, include in your contract both the scenarios as well as the negotiated repercussions and rewards. A contingent agreement can greatly improve your chances of being satisfied with whatever remedies are in place—and can contribute to a win-win situation.
4.Win-win Negotiation Strategy #4: Agree on damages in advance.
Because contingent agreements cannot anticipate all future events, including liquidated damages clauses in your contract that specify how much will be paid if the contract is breached, according to Subramanian, is another way to foster a win-win agreement. Consider that if one party later sues the other for breach of contract, the plaintiff (if she wins) will be awarded monetary damages rather than the specific goods or services lost. As a result, negotiating how much will be paid for each late or missed delivery, for example, may help to streamline any alternative dispute-resolution measures or lawsuits that arise. Furthermore, negotiating damages raises a new issue—and thus broadens the discussion. In this approach, adding new issues to the mix increases the opportunity for win-win negotiations.
5.Win-win Negotiation Strategy #5: Look for post-settlement deals.
Assume you’ve just reached an agreement. You’re satisfied with the deal, but you believe you could have gotten more for it. Conventional wisdom holds that you should stop discussing the agreement with your counterpart and move on, lest you jeopardize the deal. In contrast, Bazerman suggests asking the other party if he is willing to revisit the agreement to see if it can be improved. Explain to your counterpart that if a revised deal does not improve both of your outcomes, you are free to reject it. This type of post-settlement settlement can result in new sources of value for you to divide. It can also help you create a win-win contract if you don’t already have one. Your success in hammering out your initial agreement may have built the trust required to explore the possibility of a more robust deal.
Case Study: Win-Win Negotiation
One of the most common mistakes made by negotiators who haven’t attended negotiation training seminars when attempting to create win-win negotiation agreements is dealing with issues issue by issue. This frequently leads to a breakdown in negotiations. Why? Conflicting monetary issues invariably arise, resulting in a showdown between the two sides. Negotiating on an issue-by-issue agenda eliminates the possibility of making concessionary trade-offs between issues.
This case study exemplifies the types of mistakes that are easy to make when attempting a win-win situation without the proper training.
Unexpected Strike:
Bayou Steel’s management and labor met in January 1993 to negotiate a new contract in Laplace, Louisiana. In this case, neither side expected the talks to result in a strike. As a result, each party believed that they had established a solid relationship. In essence, management went into the negotiations believing that by employing a win-win negotiation strategy, they would improve the relationship between the shop floor and management. Even Ron Farraro, president of the United Steel Workers of America, had not anticipated that negotiations would devolve into a strike and that a negotiated contract would be reached with little or no difficulty.
Bayou Steel’s management enlisted the assistance of two FMCS facilitators (Federal Mediation and Conciliation Services). They were to lead management through a win-win negotiation with its employees. The facilitators, according to Bayou’s president, assisted them in identifying and studying each side’s objectives and concerns, leading him to believe that they had effectively resolved 90 percent of the contract issues.
The facilitators devised a topic-by-topic agenda. They left the economic issues for the parties to discuss last. These were some examples:
• Incentives
• Base salary
• Overtime
• Time off for vacation
Management believed that they had addressed the employees’ concerns about the pay issues correctly.
What went wrong?
However, union members became skeptical of management’s good intentions to pursue a win-win situation. They began to suspect that the management’s negotiating strategy was a covert ploy designed to weaken their position. This was especially true when it came to economic issues.
Negotiations began relatively well and predictably. However, once the economic issues were brought up for discussion, the situation quickly turned into a hard-nosed bargaining negotiation. Management attempted to maintain the status quo with a win-win approach, but this was no longer acceptable to the union. Can you figure out what happened? Yes, union members walked out on strike.#
Bayou Steel failed to consider that any single issue could be so divisive by using an agenda to address the format of the contract negotiations. As economic issues dominated the discussions, Bayou Steel was no longer able to consider trade-offs. They painted themselves into a corner with their agenda item structure.
Creating an Effective Agenda
We must be able to study, compare, and contrast all of the issues in order of relative importance. Package or multiple offers give you more leeway in coming up with creative solutions. This is because it gives us more to work with rather than dealing with issues one-on-one through a pre-planned case agenda. Effectively planning and implementing a concession strategy can give one side a significant power advantage over the other. As a result, plan your schedule carefully.
Exercise: 9:10: Finding a Win-Win Result
Objective:
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Course Manual 10: Successful Dealmaking
Closing the deal is important whether you’re negotiating your next promotion or brokering a multi-million-dollar sale.
What exactly is a business deal?
A business deal is defined as a mutual agreement or communication between two or more parties who want to do business. The transaction is typically carried out between a seller and a buyer in order to exchange valuable items such as goods, services, information, and money. If two or more parties reach an agreement on the terms and conditions of the transaction, it is considered completed or finalized.
Both parties must agree on the terms and conditions of the agreement that they believe are necessary to protect their interests and rights. They then close the deal, which may include both signing papers outlining the terms of their business deal.
Advantages of a Business Deal
A business deal may provide any of the following benefits:
1. It enables organizations to share or pool their resources, potentially resulting in more efficient resource utilization.
2. It assists an organization in closing any gaps in their business operations.
3. Organizations can focus more on their core competencies without having to worry about other, non-core jobs.
4. Deals with other business organizations that are native to the area and know its economy well can help a company get started in doing business there when it wants to expand its business by entering another territory.
Disadvantages of a Business Deal
A business deal transaction may have some drawbacks in addition to its benefits:
1. When one of the parties fails to honor the terms of the agreement, the deal can “go bad.” This can cause tensions and result in both parties losing capital and resources. If issues are not resolved, the end result could be a lawsuit, further eroding capital and resources and potentially harming one or both parties’ reputations or public perception.
2. A commitment to a deal with another company may eventually necessitate more time and resources than either party anticipated. Holding up their end of the bargain may result in the company operating less effectively or efficiently in its core business operations. This, in turn, may result in missed opportunities or revenue loss.
A business deal has three basic components: expected return, upside potential, and downside risk. Another way to put it is, “What do I expect to happen?” What is the most ideal scenario? “What is the worst-case scenario?” The goal is to have a reasonable expected return, a large upside potential, and very little downside.
Types of Deals and Examples
Not Zero-Sum: Most people believe that in order to get a good deal, they must “win” and the other party must “lose.” If the only thing being negotiated is money, then the answer is yes. But I’ve never been a part of a negotiation where money is the primary concern of either party. The goal of creating a win-win situation for both parties is not only feasible, but also the only sustainable way to conduct business. It provides the best long-term returns for all parties involved.
For example, I am usually very flexible on purchase price but very firm on guarantees such as performance-based earnouts. I’m not looking for a “screaming deal,” but rather to pay a reasonable price for what I believe I’m getting. The more money that is paid out over time based on performance, the lower your overall risk. Remember that when it comes to forecasting the future, the seller is always in a better position of knowledge.
Discover Motivations: As humans, our motivations are always complex and mixed. A successful transaction serves the primary motivations of everyone involved, so determining everyone’s true interests is critical. Aside from absolute dollars, some common motivations include employee well-being, consistent cash flow, promotability, risk mitigation, flexibility, titles, the duration of the agreement, taxation, timelines, and culture/beliefs.
For example, my standard first question is, “If you could wave a magic wand and create your ideal situation, what would it look like?” The items mentioned are significant; the rest are not. Concentrate on what is important to them in order to help them find fulfillment.
Best Alternative: Understanding not only the worst-case scenario under the agreement, but also the worst-case scenario if the deal falls through, is a critical component of deal-making. This is commonly referred to as the best alternative to a negotiated agreement (BATNA), and it largely determines each party’s incentive to make a deal happen. The question to ask is, “What is my backup plan if the deal falls through?” The better the alternative, the less you need the deal and the more negotiation risk you can take.
For example, I always know my “bottom line” based on my BATNA and remind myself of it on a regular basis. Deal-making can become emotional, introducing irrationality. Seeking advice from a professional is a good way to avoid making rash decision.
Get Creative: The best deals are those that are innovative. Take inventory of all your resources and don’t be afraid to use them in unconventional ways. The goal is to get what is less important to you but more important to them while giving what is less important to you but more important to them. Negotiated terms serve only to serve the underlying motivations, so think creatively about how to satisfy the other party’s true interests.
Example: I’ve negotiated on terms like personal loans, delayed payments because of divorce, extended time off to pursue artistic endeavors, and even a public apology for something I wasn’t involved in. Get creative to get the deal done.
Keep It Simple: Complicated transactions almost never work because they cause confusion, uncertainty, misunderstandings, and, ultimately, hard feelings. The majority of the negotiation should center on a few key points that serve the underlying interests, with the rest kept as simple as possible. After you’ve agreed on something, define it. Even the most basic terms, if left undefined, can lead to confusion.
For example, Susan once negotiated for the former owner to receive a plethora of sales incentives in order to keep her engaged in generating new business. She used the phrase “If you’re responsible for X, you get Y.” “Great,” she said, and we moved on. Six months after we closed the deal, she claimed she was owed a large sum for generating new business, despite the fact that she had not been involved. “Well, I coached the person who got the deal, so I’m responsible for it,” she explained. Clearly, the term “responsible” was not defined.
Get Personal: Regardless of how well a deal is negotiated, its success is ultimately determined by the people involved. Just because it’s in the contract doesn’t mean the person has to follow through, which can quickly unravel a good deal. The larger the transaction, the more research you must conduct. Go out to dinner. Play some golf. Meet his love interest. Take note of how he speaks about — and treats — the people around him. Deal-making is similar to dating in that the goal is to figure out what marriage would be like.
For example, one of the worst deals I ever did appear to be one of the best on paper. The only issue was the individuals involved. They came highly recommended, and even though we didn’t click, I figured, “How bad could it be?” It was dreadful. They turned out to be an emotional train wreck with questionable ethics and illogical behavior. When I saw the name on my phone or email, I literally shivered. You can guess how it ended.
Much of life is a negotiation, and business relies heavily on deal-making, so it is essential to master this skill.
The Power of No vs. Yes
In our conversations, the words “Yes” and “No” are treated differently. “No” is seen as the definitive negative word, with all negative connotations. Most people are afraid of the word “No.” The word “Yes,” on the other hand, is revered, despite the fact that it can be uncomfortable.
The word “No” provides an opportunity for you and the other person to elucidate what you really want by rejecting what is not wanted, according to a good negotiator. It maintains the status quo by giving each person some level of control.
Because there is so much that can be done with the word “No,” a negotiator must identify the true psychological dynamic behind it. The words “Yes” and “Maybe” have no meaning.
“No” Starts the Negotiation
We have been taught to fear the word “No,” but it should be viewed as a statement of awareness. It is rarely the case that all factors have been considered and a sound decision has been made. “No” is frequently a temporary decision intended to maintain the status quo in more ways than one. A good negotiator understands that “No” is the beginning, not the end, of a negotiation process.
From the start of your conversation, you should give the other person permission to say “No.” While most people will do everything they can, to protect their right to say “No,” allowing them to say “No” during the negotiation process will change the process to one that is more constructive and collaborative.
All humans, regardless of origin, have a deep and universal desire for independence. They must believe they are in command. You can keep this need alive by allowing them to say “No” to your ideas and suggestions. When you do this, your emotions will be calmer, and it will be easier to make sound decisions. The other person will be interested in your proposal as well, giving you the opportunity to persuade them that it is the best.
A great negotiator will go after a “No” because he or she knows that’s when the real bargaining begins. The word “no” has a positive impact on the entire negotiation process because it removes any barriers.
You have to train yourself to hear the word “No as a positive vs. a negative. When someone says “No” just rethink it in any of the following ways:
• I want something else
• You’re making me feel uncomfortable
• I’m not ready yet
• I don’t think I can afford it
• I do not understand
• I want something else
• I want to talk it over with someone else
• I need more information; or
Following a brief pause, you can proceed to ask the other person solution-based questions or simply use labels such as
“What about this doesn’t work for you?”
“What do you think you’d need to make it work?”
“It appears that something bothers you here.”
In Their World, Persuade
Fake Yes, Validation Yes, and Commitment Yes are the three types of “Yes.” A phony “Yes” will either get them out of the conversation or make you talk longer in order to elicit more information from them. To simply make a promise that will not be kept, a validation “Yes” is said in response to a black or white question. A “Yes” commitment is a genuine agreement that leads to action, such as signing a contract. The commitment “Yes” is the “Yes” to want from the other person. As a good negotiator, you must be able to recognize these three different “Yeses.”
As humans, we are so accustomed to being pursued for the commitment Yes that, in order to gather more information, we say the phony “Yes” more frequently. A good negotiator should seek to guide the other person in such a way that they can achieve the goal as their own.
The first thing a negotiator can do to persuade the other person to see things their way is to start with their most basic desires. It’s critical to remember that the outcome of any negotiation is the result of another person’s decision. Even though we cannot control another person’s decision, we can influence them by choosing to see and hear what they want.
“No is Defense.”
We always want to end a negotiation with a “Yes,” but in our questions, we fail to distinguish between the three types of “Yes.” At the same time, we perceive “No” as the inverse of “Yes,” leading us to believe that being told “No” is a bad thing.
A good negotiator should welcome a “No” at the start of a conversation in order to elicit feelings of security, safety, and control in the other person. If you go for a “Yes” right away, the other person will become defensive, cagey, and even uneasy.
It is difficult to get the other person to say “No” as you work towards getting them to say “Yes.” One method is to label one of their emotions incorrectly by saying something you know is incorrect. This will compel them to pay attention and clarify their statements. You can also ask the other person what they don’t want, which will prompt them to respond in the way you want.
“No” is an answer that, when used strategically, opens the door to a meaningful and productive conversation. A good negotiator must overcome their fear of the word “No.” It allows the speaker to pause, prod, and articulate their desires. The word “No” has several notable characteristics, including:
• Allows for the discussion of important issues.
• Protects against making ineffective decisions.
• Aids in the promotion of feelings of security and safety
• It aids in slowing things down
Email Magic: How Never to Be Ignored Again
Being ignored is one of the most vexing experiences a person can have. When you do not receive a response, you feel invisible. Frequently, you will have sent an email that was not responded to, even after a polite follow-up.
The best way to deal with the lack of response is to send them another email that will elicit a “No” response. One that makes the other person feel safe and in control while encouraging them to respond and provide more information.
For example, since I haven’t heard from you, I’m assuming you’ve already resolved your issue.
“This is a classic negotiation technique. It’s a gentle, soft indication of your disapproval and a great way to keep negotiating. Count to 10. By then, the other person usually will start talking and may very well make a higher offer.” – Bill Coleman
Exercise 9:11 Monopoly
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Course Manual 11: Telephone Negotiations
Negotiations are increasingly taking place through channels other than face-to-face meetings. Certain sections or parts of the negotiation may take place over the phone or via email, and in some cases the entire negotiation may take place in this manner.
In addition to the telephone and email, other mediums such as VOIP, video conferencing, conference calls, Webex, and instant messaging services may be used. This course manual will primarily concentrate on the two most common channels – telephone and email – because the principles can be applied to the other medium.
The communication channel used to conduct the negotiation will influence the dynamics of the interaction, the quality of the communication, the degree of trust developed, the amount of cooperation or non-cooperation, the amount of information shared, the degree of clarity each party has, the motivation, and thus the outcome to a greater or lesser extent.
The communication challenge
When you talk to someone, whether you’re chatting about what you did over the weekend or negotiating a big deal, you and the other person are both receiving a lot of nonverbal information called “contextual cues.” These cues provide appropriate meaning to the words that are spoken. According to research, words account for 30% or less of communication, with nonverbal cues accounting for the remaining 70%.
We rely heavily on body language to provide context for the words we hear, such as gestures, posture, facial expressions, and tone of voice.
Face-to-face communication is a “rich” medium because it contains all of the contextual cues that contribute to a significant portion of the meaning of a particular communication.
When we communicate (or, in this case, negotiate) over the phone, we lose all visual context cues, and in the case of email, we also lose verbal context cues.
As a result, as negotiators, we must exercise extreme caution when negotiating in a “leaner” medium such as the telephone, and even more so when negotiating in the “leanest” medium of all – email.
Psychologists Nicholas Epley and Justin Kruger Research conducted research comparing email communication to voice communication. They created word-for-word content in verbal and email messages. They found that people communicating via email believe that they understood the correct tone – but they did not. “People in our study were convinced that they (had) accurately understood the tone of an email message when, in fact, their odds (were) no better than chance.”
Case Study: Research on Telephone and Email Negotiation
Research has identified a number of difficulties in negotiating over the phone and via email:
• Telephone conversations were found to be more prone to distrust, competition, and contentious behavior than comparable face-to-face interactions.
• Email negotiators rely more on logical argumentation and factual presentation than on emotional or personal appeals.
• Email communicators are more task-oriented and depersonalized than face-to-face communicators.
• Email communication is less nuanced than face-to-face communication, and the elimination of important backchannel and clarifying information such as speech acknowledgements (“OK”, “Uh-Huh”, or “Huh?”) exacerbates this.
• Due to physical distance, reduced social presence, reduced accountability, and a sense of anonymity, e-communication is less inhibited than face-to-face communication.
• Because e-communication lacks social cues, people act more contentiously than in face-to-face interactions, resulting in more frequent instances of swearing, name calling, insults, and hostile behavior.
• Email communicators trust their counterparts less than face-to-face negotiators at all stages of the process.
• Even when no deception has occurred, e-negotiators are more likely to suspect their Counterpart of lying.
“Face-to-face communication is synchronous and co-temporal. Each party receives an utterance just as it is produced; as a result, speaking “turns” tend to occur sequentially. Email is typically asynchronous: negotiators can read and respond to others’ messages whenever they desire – and not necessarily sequentially. Minutes, hours or even weeks can pass between the time a negotiators sends a message and the time their counterpart reads it, and reading messages out of order is a common cause of misunderstandings”
Noam Ebner
Assistant Professor
Werner Institute for Negotiation and Dispute Resolution
Negotiating in a demanding modern commercial world is difficult enough, but research shows that negotiating via email and phone makes it even more difficult!
So far, the content of this post has been included with the intention of drawing negotiators’ attention to the problems, pitfalls, and challenges of negotiating over the “leaner” mediums of the telephone and email.
So, let’s take a look at what we can do to improve our chances of success when negotiating over the phone and via email.
Telephone
• Create rapport by matching the other party’s voice pace and tone.
• Consider sending an agenda for the phone call via email ahead of time, putting a frame around the negotiation and detailing the areas for discussion (pay careful attention to the order of the agenda as many people have a tendency to address issues sequentially).
• Allow for light conversation and “small talk” at the start and throughout a negotiation.
• Before responding to a voicemail message, listen to it twice. Then take a breather and consider an appropriate response.
• Clarify more frequently than in face-to-face negotiations.
• Summarize more frequently than in face-to-face negotiations.
• Reduce distractions by turning off your computer monitor and, if possible, move to a quiet space.
• Concentrate entirely on carefully listening to the other person – you are missing visual input and only have auditory input, so you must devote 100% of your attention to the other person.
• Whenever possible, make the first call to the other person. If they call unexpectedly, ask if you can return their call. This allows you to be completely prepared and in command.
• Don’t cut corners on planning and preparation just because you’re negotiating over the phone. Use a negotiation planning template to write down your objectives, limits, needs, potential concessions, walk away points, and so on.
• After each call, transcribe your notes as soon as possible. You have one less sense to rely on for memory during phone conversations. You will most likely take notes while speaking on the phone. As soon as possible after the call, type or write them down in a structured format. Otherwise, they might not make sense the next day!
• Send the other party an email with a summary of what you agreed on the phone. Request confirmation from the other party that they agree with the summary, for example. “This is my interpretation of what we agreed to.” Please notify me within 24 hours if this is incorrect or incomplete.”
• Make an extra effort to establish rapport by sharing personal information and becoming human, present, and real to the other person. It is possible to engage in “small talk” in an email.
• Make sure to begin and end your email with socially appropriate text: “Dear Carole, “I hope you’re well/had a good weekend, etc.” “I’m excited to collaborate with you on this. Kind Regards Megan”
• Keep in mind that you are dealing with a person, not an email inbox.
• Before responding angrily to an email, read it at least twice and take a deep breath. If you have the time, save your email as a draft, and come back to it later to read it again before sending it. Tit for tat emails can easily set off an attack and defense spiral. They are referred to as “spirals” because the relationship and your chances of closing a successful deal can quickly spiral downward!
• Take advantage of the time that email allows you (in a phone or face-to-face negotiation, you will usually need to respond quickly) to think about the content and tone of your emails.
• Be clear and concise without being terse. When reading emails, people frequently “skip” to the point.
• When discussing your position and inquiring about theirs (“What would be the priority for you when considering this contract?”), use interest-related language frequently (“I am very interested in securing a long-term working arrangement”).
• To establish an emotional connection, use empathetic language such as “I appreciate your position” and “I understand how you feel.”
• Use positive, cooperative language to increase the likelihood of a successful outcome.
• By simulating an uninterrupted conversation, you can bridge time gaps. “As I mentioned in my last email…”, for example.
• Ask more clarifying questions – studies show that e-negotiators ask fewer clarifying questions than face-to-face negotiators, and thus have less clarity on what the other side is looking for than they should.
• Include more information than you normally would, such as how you are feeling (whether disappointed or optimistic), what assumptions you are making, and so on.
• Summarize each email and ask the other party to confirm that they agree with what is in the summary, e.g. “This is my interpretation of what we agreed to.” Please notify me within 24 hours if this is incorrect or incomplete.”
• Remember that you don’t know who else will see your email’s content; it could be shared widely. Emails you send may also be recorded and archived indefinitely!
Other Positive Actions
• If possible, combine media. Holding a preliminary face-to-face meeting before transitioning to the medium of phone / email can be extremely beneficial in establishing rapport, relationship, and trust.
• If you have access to video conferencing or a VOIP service (such as Zoom), the visual impact of seeing each other (along with nonverbal context cues) can aid in relationship and trust building.
• Don’t get caught up in the media; instead, recognize situations that require you to pick up the phone and call, or even meet in person. This is a good thing to do if you believe there have been misunderstandings.
• Waiting and delays can cause anxiety and increase suspicion. Make it very clear when you will respond so that any delay in response is minimized.
• Do not attempt to multitask! Do not respond to emails while on the phone or vice versa.
Multitasking has a number of negative consequences for successful negotiating.
People who multitask, for example:
• Aren’t very good at weeding out irrelevant information.
• Are easily swayed.
• Have poor detail recall because the stress response caused by multitasking impairs your ability to form new memories.
• Listen less successfully – according to one study, when people multitask, their listening ability drops by 53%!
• Distractions from multitasking quickly exhaust your brain’s prefrontal cortex (the executive decision-making area), impairing your ability to make decisions. 3 hours of activity that includes distractions from multitasking consumes the same amount of energy as 6 to 7 hours of work.
• Despite the fact that we believe we are multitasking what is actually happening is that are brain is switching between tasks which means a part of the brain is not focused on what you’re doing.
Those who have never negotiated over the phone may be intimidated by the prospect. Certain strategies and tactics, on the other hand, can make even the most inexperienced negotiator appear seasoned, well-prepared, and professional. When these methods are used, the chances of striking a big win increase exponentially. They can even leave the door open for future talks, which will benefit both parties. Whether you’re looking for the best deal on a car or simply want to haggle, the following tips can give you an advantage when making a deal over the phone.
Prepare
With the exception of a few masters of the spoken word, impromptu negotiations frequently result in poor deals. To be successful, you must plan ahead of time an appointment with your prospect and prepare for your phone call. If you have a say in when the call takes place, plan ahead of time so you have at least a few days to prepare. If you’re new to negotiating, give yourself a little more time. Gather your materials and conduct research on the opposing party. The goal is to have a working knowledge of your subject matter and the person who has what you’re looking for. Getting primers on both will significantly increase your chances of getting a good deal.
Learn the art of vocal persuasion if you can: Understand how your tone of voice, inflection, word choice, and even the speed with which you speak can affect how others perceive what you’re saying.
Strategize
Those who want to negotiate over the phone all too often pick up their receivers without a plan. While it is true that a small portion of your call should be devoted to ice-breaking and friendly small talk, failing to have tangible goals to aim for can increase the likelihood of distraction and derailment. Consider what you want to accomplish by the end of the phone call as you prepare for it. Outline these objectives and do your best to hit on all of your pertinent points while negotiating. These landmarks will assist you in steering the conversation. Some industries, such as the automobile industry, may employ specific negotiation tactics and jargon. Research the industry in which you want to wheel and deal to improve your chances of reaching a fair agreement.
Some industries, such as the automobile industry, may employ specific negotiation tactics and jargon. Research the industry in which you want to wheel and deal to improve your chances of reaching a fair agreement.
Follow Up
Following up with a different medium after your phone call has ended and you’ve left a good impression. Emailing is the quickest and easiest way to stay in touch with your contacts in today’s world, and it can also be the ideal way to stay in touch with your prospect. Leave no verbal stone unturned. Go over key points discussed during the phone call and write down any commitments your prospect made. If you have another phone call coming up, it’s a good idea to make a list of topics you’d like to cover. A simple and strategic email can remind your prospect of the great deals you’re offering while also keeping your personality in their mind.
Exercise 9:12: Mock Phone Negotiation
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Course Manual 12: Persistence Power
Consider this. “Who are the world’s best negotiators?”
CHILDREN!
But are children good listeners? Are they tolerant? They are certainly inquisitive, but they are not good listeners or patient. They are, however, persistent!
Most children have never been taught to negotiate, but their ability to persevere and wear us down cannot be underestimated. When did we lose our ability to persevere? When did we stop going from rejection to rejection without tiring? More importantly, how can we regain that perseverance?
Persistent and tenacious negotiators can shift the balance of power in their favor during a negotiation. Why? Simply because they refuse to give up. They continue to inquire and press. If they’ve asked a question and received a negative response, they’ll rephrase it later in the negotiation. They continue to inquire. Persistence breaks down resistance walls.
And just because someone says “no,” it doesn’t mean it will always be “no.” It could simply mean “not now.”
Of course, continued perseverance has its drawbacks as well. There is a real danger of becoming emotionally exhausted and apathetic during the negotiation.
So, how do we maintain our enthusiasm and move on from rejection without losing our persistence? There’s not a silver bullet for you, but through experience, it boils down to three things:
Do you believe in what you’re selling? (The same goes for procurement, because you’re ultimately selling the value of the organization for which you work)? – Persistence becomes much easier to manage if you truly believe in what you’re selling.
Do you take care of yourself? – You probably didn’t expect this, but I truly believe that your health is heavily influenced by your ability to endure and persevere. How can you expect to persevere if you are constantly tired and ill?
Do you engage in positive self-talk and desire it? – Do you tell yourself that you will complete this transaction? Do you regularly speak positive truths into your life? This isn’t just some metaphysical nonsense. This is true. Here’s a link to my podcast episode about it. Similarly, do you really want it? I’m referring to the fact that you sort of want it. But do you truly desire it?!
When you have something good to sell and a strong value proposition, there is a natural level of excitement among your leads to get their hands on what you have. That excitement, however, can fade quickly, and without the persistence power to back you up, what appeared to be a sure sale can vanish in an instant.
Persistence has some drawbacks that must be considered before employing it as a negotiation strategy. Consider the following pros and cons of persistence power.
The Advantages of Persistence Power in Negotiation
1. It increases the likelihood that everyone involved will be on the same page.
Most businesses that are involved in the sales process have multiple levels of command within the chain of command. The CEO, for example, isn’t negotiating a sales contract, but the VP of Finance might be. Through persistence, the same message can be communicated to each command level in each presentation, ensuring consistency even if the leaders’ internal communication is inconsistent.
2. It reinforces the value proposition being presented.
When you watch a commercial on TV or listen to one on the radio, the key points being offered to potential customers are repeated several times. This repetition helps people remember the value proposition. More repetitions give that value a level of validity, allowing buyers to have confidence in what is being offered.
3. It gives you a certain level of knowledge.
If you are willing to compromise on your value proposition or change the way a presentation is delivered during the negotiation process, you will be perceived as desperate, inexperienced, or both. You demonstrate through persistence that your expertise has aided in the development of your value proposition and that this is the best possible way for someone to meet their needs. This has an unnoticed impact on the process.
4. It produces brand ambassadors.
Even if the other party in the negotiation does not agree with your firm stance, they will repeat it to others within their organization as they explain the process. This means they become brand ambassadors even if their intentions are diametrically opposed. Maybe they don’t agree with you, but someone higher up in their organization will.
The Disadvantages of Persistence Power in Negotiation
1. It gives the impression that you are not listening.
The goal of persistence is not to keep going when you hear “no” instead of “yes.” The goal is to cultivate relationships that enable the other side to recognize the value of your proposition and persistence. When there is no relationship, the usual result of persistence power is a negative impression because it appears that you are not listening to what is being said.
2. It can drive people away from the table.
If enough time is given for the process to be completed, persistence will break down the walls of resistance that people have to an idea. Because hearing the same thing over and over can drive people insane, you may find that some people abandon the negotiating process rather than sticking with it because they are fed up with what is going on.
3. It can be misinterpreted.
Persistence can sometimes have the opposite negative effect. Instead of driving people insane, it makes them think you’re madly in love with them. Your perseverance is interpreted as an indication of your personal desire to reach an agreement with this particular negotiating team. The other side is flattered by your attention, and they believe they can use this perceived flattery against you to get a better deal.
4. It can be a time-consuming process to complete.
How long are you willing to engage in using your perseverance power? Many times, these types of negotiations have taken 2-3 years to complete. That kind of timeline isn’t appropriate for every business or situation. If you can wait until the other side, you should be able to get what you want. The other party, on the other hand, is probably counting on the fact that you don’t have an indefinite amount of time to wait for the deal to close.
Case Study: Examples of Persistence
Rowling, J.K. and Harry Potter.
JK Rowling’s book Harry Potter was famously rejected by publishers several times before it was finally accepted. Before Bloomsbury Publishing accepted her book, she was rejected 12 times.
Harry Potter went on to become the best-selling book of all time, transforming the poor single mother from Edinburgh into one of the world’s wealthiest self-made women.
Many struggling authors have similar stories: Tim Ferriss had to submit his famous book The Four-Hour Work Week to 25 publishers, while Dr. Seuss’s first book was rejected 27 times.
Ultimately, persistence is and will continue to be the distinguishing characteristic of successful people (regardless of their discipline). Long-term success will be determined by our ability to persist.
“Persistence is not giving up when things get hard. It’s like when you’re playing a game and you have to keep going even though it’s tough. You don’t give up just because it’s hard, you keep trying until you win. That’s persistence.” – Unknown
Exercise 9:13 The Stakes Exercise
Instructions:
Workshop Exercises
Effective Negotiation Exercises
01. What’s Negotiation : Explain in your own words how this process will directly impact upon your department?
02. Personality Traits : Explain in your own words how this process will directly impact upon your department?
03. Building Rapport : Explain in your own words how this process will directly impact upon your department?
04. Creating Value : Explain in your own words how this process will directly impact upon your department?
05. Business Negotiation : Explain in your own words how this process will directly impact upon your department?
06. Negotiation Skills : Explain in your own words how this process will directly impact upon your department?
07. Negotiation Strategies : Explain in your own words how this process will directly impact upon your department?
08. Conflict Resolution : Explain in your own words how this process will directly impact upon your department?
09. Win-Win Negotiation : Explain in your own words how this process will directly impact upon your department?
10. Successful Dealmaking : Explain in your own words how this process will directly impact upon your department?
11. Telephone Negotiations : Explain in your own words how this process will directly impact upon your department?
12. Persistence Power : Explain in your own words how this process will directly impact upon your department?
SWOT & MOST Analysis Exercises
01. Undertake a detailed SWOT Analysis in order to identify your department’s internal strengths and weaknesses and external opportunities and threats in relation to each of the 12 Effective Negotiation processes featured above. Undertake this task together with your department’s stakeholders in order to encourage collaborative evaluation.
02. Develop a detailed MOST Analysis in order to establish your department’s: Mission; Objectives; Strategies and Tasks in relation to Effective Negotiation . Undertake this task together with all of your department’s stakeholders in order to encourage collaborative evaluation.
Project Studies
Process Review:
As a whole, the Women Empowerment Program aims to create a better culture and a level playing field for women in your organization. Each workshop is designed to delve deeply into a specific topic so that we have a clear understanding of how to apply the information in our daily personal and professional lives. This Workshop on Effective – focuses on Step 4 of the Business Transformation Process – Advanced Communication and Presentations Skills.
After completion of the Effective Negotiation workshop, and after going through the implementation exercises in this Project Study it will be clear to see how to best incorporate these new processes into your organization. You and your team will walk away with new skills to develop your ability to think strategically, confidently make decisions all while effectively managing risk.
This Workshop and Project Study focuses specifically on the following areas and strategies:
1. Learn the negotiation framework and the 4 Phases of the negotiation process.
2. Powerful exercise to target negotiation weaknesses.
3. Identify your Personality Traits as it relates to negotiation.
4. Learn 6 tips to building rapport including a live exercise to put it into action.
5. Discover key elements of how to create value.
6. Learn the Business Negotiation 6- Step Process that you can follow when negotiating on your behalf or on behalf of your company.
7. Identify and learn how to best implement the 12 Essential Negotiation Skills.
8. Discover 6 Powerful Negotiation Strategies that can be used in life or business and how to best prepare.
9. Learn a helpful process to overcome conflict in the workplace and how to put it into action.
10. Discover 5 Win-Win Negotiation Strategies to help you and your counterpart reach a truly Win-Win agreement.
11. Tips to improve your negotiation skills via phone and email with an implementation exercise.
12. Keys to maintain enthusiasm and move on from rejection.
Personal Implementation Exercises:
**Complete the exercises below after you complete the following courses in this workshop.
1. What is your area of weakness when it comes to Negotiation? (Refer to Course Manual 9:1)
2. Take this Emotional Intelligence Quiz – (Mind Tools, 2019). In this quiz, 15 statements are presented answer the questions honestly as to how you really are, rather than how you think you should be:
a) I can recognize my emotions as I experience them
b) I lose my temper when I feel frustrated
c) People have told me that I’m a good listener
d) I know how to calm myself down when I feel anxious or upset
e) I enjoy organizing groups
f) I find it hard to focus on something over the long term
g) I find it difficult to move on when I feel frustrated or unhappy
h) I know my strengths and weaknesses
i) I avoid conflict and negotiations
j) I feel that I don’t enjoy my work
k) I ask people for feedback on what I do well, and how I can improve
l) I set long-term goals and review my progress regularly
m) I find it difficult to read other people’s emotions
n) I struggle to build rapport with others
o) I use active listening skills when people speak to me
For each of these statements, rate yourself from – not at all, rarely, sometimes, often, and very often (Mind Tools, 2019).
3. Identify your individual Personality Trait when it comes to Negotiation. (Course Manual 9:2)
4. Practice creating a Negotiation Prep Sheet. (Found in Course Manual 9:7)
5. What’s your favorite Win-Win Negotiation Strategy and Why? (Found in Course Manual 9:9)
*** Share what you learned/your experience with your group. ***
Project Study (Part 1) – Customer Service
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 2) – E-Business
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 3) – Finance
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 4) – Globalization
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 5) – Human Resources
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 6) – Information Technology
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 7) – Legal
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 8) – Management
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 9) – Marketing
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 10) – Production
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 11) – Logistics
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Project Study (Part 12) – Education
The Head of this Department is to provide a detailed report relating to the Effective Negotiation process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. What’s Negotiation
02. Personality Traits
03. Building Rapport
04. Creating Value
05. Business Negotiation
06. Negotiation Skills
07. Negotiation Strategies
08. Conflict Resolution
09. Win-Win Negotiation
10. Successful Dealmaking
11. Telephone Negotiations
12. Persistence Power
Please include the results of the initial evaluation and assessment.
Program Benefits
Marketing
- Customer experience
- Sales support
- Effective communication
- Positioning power
- Market growth
- Increased ROI
- Increased productivity
- Competitive advantage
- Improved image
- Accelerated growth
- Cutting edge
Management
- Increased collaboration
- Leadership excellence
- Improved communication
- Happier team
- Empowered employees
- Positive environment
- Innovation
- Augmented skills
- Valued skills
- Increased productivity
- Increased engagement
Human resources
- Improved culture
- Happier workplace
- Greater retention
- High-impact teams
- Growth mindset
- Increased engagement
- Improved management
- Leadership excellence
- Improved skills
- Strong Communication
- Empowered employees
Client Telephone Conference (CTC)
If you have any questions or if you would like to arrange a Client Telephone Conference (CTC) to discuss this particular Unique Consulting Service Proposition (UCSP) in more detail, please CLICK HERE.