Negotiation 4 jobs
-
Upload
david-bozward -
Category
Entertainment & Humor
-
view
486 -
download
1
description
Transcript of Negotiation 4 jobs
T: @eMotivator W: http://david.bozward.com E: [email protected]
Negotiation
ByDavid Bozward
@essatweeting
T: @eMotivator W: http://david.bozward.com E: [email protected]
Negotiating your first job
ByDavid Bozward
T: @eMotivator W: http://david.bozward.com E: [email protected]
What are the key features & benefits of a job?
Write down 10 in groups of three people
T: @eMotivator W: http://david.bozward.com E: [email protected]
T: @eMotivator W: http://david.bozward.com E: [email protected]
The Sales Process
Starts with Prospecting & Qualifying
Approach
Presentation
Demonstration
Handling Objections
ClosingFollow-Upaction
desire
interest
attention
T: @eMotivator W: http://david.bozward.com E: [email protected]
The Sales Process
Starts with Prospecting & Qualifying
Send Cover Letter+CV
Presentation
Interview
Handling Objections / offer
ClosingStartaction
desire
interest
attention
T: @eMotivator W: http://david.bozward.com E: [email protected]
What is it?
Negotiation is the art of reaching an agreement by
resolving differences through creativity using back and
forth communication designed while leaving the
other side intact and positive.
T: @eMotivator W: http://david.bozward.com E: [email protected]
Or...
YOU should focus on creative
collaboration, rather than traditional
confrontation, or a winner-takes-all
result
T: @eMotivator W: http://david.bozward.com E: [email protected]
A Good Negotiator Is..
• Creative• Versatile• Motivated • Has the
ability to walk away
T: @eMotivator W: http://david.bozward.com E: [email protected]
Nonverbal behaviors
• 35% of the message in conversations is conveyed by the spoken word
• The 65% is broken down:– 7% of the meaning is derived from the
words spoken– 38% from paralinguistic channels, that
is, tone of voice, loudness, and other aspects of how things are said
– 55% from facial expressions
T: @eMotivator W: http://david.bozward.com E: [email protected]
Bargaining
• When in doubt, ask questions!
• Open questions
• Reflective questions
• Tactics
T: @eMotivator W: http://david.bozward.com E: [email protected]
Preparation
• Know what your interests are and why you value them–What is the issue at hand–What are the ”needs” vs. “wants”– Know the strengths and weaknesses of
your position and self– Self awareness, personality
characteristics, emotional intelligence
T: @eMotivator W: http://david.bozward.com E: [email protected]
• See things from the other side’s point of view- why they are negotiating?-– Research the interest of the other side– What are their needs (security, autonomy,
recognition)
• Be aware of the unpleasant consequences for both sides if your idea/proposal is not accepted– If you succeed who else might be affected,
harmed, advanced?
T: @eMotivator W: http://david.bozward.com E: [email protected]
Planning
• Brainstorm all alternatives that could satisfy your needs– Be creative and expand the pie
• Know who is supportive and who is not/less– Does this person has the authority to make
the decision?– Are there any penalties for bluffing?– Are there time limits associated with
negotiations?
T: @eMotivator W: http://david.bozward.com E: [email protected]
• Imagine how it would feel to achieve your goal
• Role play your opening with a trusted colleague and rehearse the problematic areas– Be the devil’s advocate
• Plan ways to break it/Buy time– “I need to think over what you just said
so can I have a couple of minutes?”
T: @eMotivator W: http://david.bozward.com E: [email protected]
The meeting process
State the problem/issue
Restate the problem
Present solutions
Identify real needs
Reach Consensus
Decide on best solution
POSITIVEOUTCOME
START
T: @eMotivator W: http://david.bozward.com E: [email protected]
During
• Bring the list of your main points and a set of questions
• Try not to interrupt; the more they reveal, the more you’ll learn– Re-state as impartially as you can “as I hear it…)
• Stay open to new information• Take notes• Focus on interests. Not people, not Gains• Use objective criteria to make decisions and be
sure the other party does as well• Redirect personal attacks onto the problem at hand
T: @eMotivator W: http://david.bozward.com E: [email protected]
During
• Listen actively and reflectively– Listen also for what is not said
• Learn from what the other side says– Stay open to new information
• Synthesize the information you hear and use it in you
• Be prepared to walk away if an agreement is not reached.
• Write a email if contract or agreement is required.– (e.g., “If I don’t hear by x, will assume that it stands”)
T: @eMotivator W: http://david.bozward.com E: [email protected]
Common Errors
• Assuming shared values• Assuming similar communication preferences
– Big picture thinking or detailed analyses?– Stories or facts?– Time to process or get decisions over with?
• Expect reciprocity• Avoiding conflict• Trying to prove how smart or “right” you are
by talking• Not listening carefully
T: @eMotivator W: http://david.bozward.com E: [email protected]
Employee ConcernsEmployer Concerns
T: @eMotivator W: http://david.bozward.com E: [email protected]
Summary Worksheet
What are the parties Interests?What is the issue at hand?
What are the wants/ needs?What are the business strengths?
What are the business weaknesses?What are the personal strengths?
What are the personal weaknesses?
What are the consequences?What creative options available?
You Them