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Half day training event held in Toronto.
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Negotiating and influencing with success
by Toronto Training and HR
May 2012
Page 2
Contents
3-4 Introduction to Toronto Training and HR5-6 Negotiation maxims9-11 Ethical negotiations10-11 Core concerns of negotiation12-13 Dealing with subcontractors14-15 Renegotiating supply contracts16-17 Effect of culture on levels of influence 18-19 Obstacles that can stand in the way of success20-21 Authority22-23 Influencing tactics for a business leader24-25 How to influence powerful people 26-29 Effective negotiating30-32 Changing jobs 33-34 Buying a new car35-39 Securing a raise40-43 Starting salaries44-46 Strategies to be an effective influencer47-49 Building a reputation as a powerful influencer 50-51 Drill52-53 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
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Negotiation maxims
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Negotiation maxims
“Great negotiators never argue with reasons; theyargue the facts”“You never have to prove anyone wrong; you only have to prove yourself right”“People will consider what you have to say, to the exact degree you demonstrate you understand their point of view”
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Making your case
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Making your case
PreparationThe structureThe techniqueSummary and questions
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Ethical negotiations
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Ethical negotiations 1 of 2
Establish your credibility and that of your clientConsider sharing negative informationDetermine your clients' interests and goalsDiscourage your clients from coming to the table with a bottom lineMake as many concessions as you canDevelop a rapport with the other sideUnderstand the basis for the proposals
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Ethical negotiations 2 of 2
Be respectful and don’t bullyLet your clients make the deal they wantStay optimistic
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Dealing with subcontractors
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Dealing with subcontractors
One throat to chokeSubcontractor failuresTiming is everythingNegotiating strategyManaging subcontractor defaultsPractical realities
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Renegotiating supply contracts
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Renegotiating supply contracts
What’s the position?Don’t drag your heelsBring them to the tableIt takes two to tangoDo your prepBe clear what you wantBe ready to walkSet the rules of engagementStrike the right tone
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Effect of culture on levels of influence
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Effect of culture on levels of influence
Formal methods of influenceInformal methods of influenceWho is most influential?What is the basis of this influence?
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Obstacles that can stand in the way of
success
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Obstacles that can stand in the way of success
Fear of rejectionNot being clear about what you must havePoor command of the language“Situational influence”Feeling guilty
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Authority
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Authority
DefinitionCredibilityDelegation
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Influencing tactics for a business leader
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Influencing tactics for a business leader
Silent authorityAssertivenessExchangeCoalition formationUpward appealIngratiationImpression managementPersuasionInformation control
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How to influence powerful people
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How to influence powerful people
Manage first impressionsKnow what you are doingPractice humilityShow appreciationGuard your independence
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Effective negotiating
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Effective negotiating 1 of 3
Know what you wantAppreciate your own physical presenceMake sure you’re negotiating with the right personTry to read the people across the table from youUnderstand their personalityBe honest with yourselfRecognize that people ask for me than they expect to getShare the logic for your requests
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Effective negotiating 2 of 3
Trust, but verifyResist the temptation to cut the pie in halfDon’t negotiate by emailGive to getPerception is more important than realityPut all your big issues on the tableMake sure your concessions are acknowledgedUse your leverageBe prepared
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Effective negotiating 3 of 3
Know when to walk awayDon’t let negotiations drag on too long
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Changing jobs
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Changing jobs 1 of 2If you are being lured from secure employment, how much money are you leaving on the table by resigning? Have you thought about how to recoup this money from your new employer?If you have signed any restrictive covenants with your current employer such as a non-solicitation clause, have you disclosed and addressed this topic with the new employer?
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Changing jobs 2 of 2Have you calculated the value of your current benefit package and compared it to the new employer’s package? Do you really understand the performance compensation scheme in place with the new employer? What kind of job security do you need – particularly if you are leaving secure long-term employment? Have you thought of an exit strategy if the new employer is sold or is taken public?
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Buying a new car
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Buying a new car
Set targetsCreate competition between dealersFeign interest in a model not stocked to settle for an alternativeBe flexible Avoid unnecessary charges
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Securing a raise
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Securing a raise 1 of 4
Just because you’re new to the job force doesn’t mean you can’t ask for more……but don’t push your luck too muchDon’t limit yourself to talking about moneyKnow the best time to bargainCome preparedBe resourceful
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Securing a raise 2 of 4
PROVE YOUR VALUE TO THE EMPLOYERYou need to be clear and fluent about why you deserve what you're asking for without sounding defensiveYou want to be able to highlight what the market value is for a person with your skills and experienceIf there have been any occasions in the past where your performance was less than exemplary, note this and be prepared to offer an explanation
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Securing a raise 3 of 4
PROVE YOUR VALUE TO THE EMPLOYERYour ability to get a raise will depend a lot on how your company is doing financiallyPractice in advanceA raise doesn't have to come in dollar signs
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Securing a raise 4 of 4
WHAT DOES IT DEPEND UPON?Level of experience and skillsPerson negotiating withType of organization
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Starting salaries
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Starting salaries 1 of 3
Calculate minimum starting salaryResearch salaries and benefitsDetermine your market valueHave a firm job offer before you negotiateConvey an element of flexibilityLet the prospective employer broach the subject first Repeat the amount of the offer and stay silent
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Starting salaries 2 of 3
Look at the total packageShare your researchMake your caseEmphasize the benefits of your skillsBe ready to demonstrate that you have the exact skills neededPrepare to tradeNegotiate with respect
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Starting salaries 3 of 3
Don’t get discouraged during salary negotiationsGet it in writingBe reasonable and flexibleDemonstrate your excitement for the job
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Strategies to be an effective influencer
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Strategies to be an effective influencer 1 of 2
You have to believe in yourself and believe that what you want (your goals and intentions), is valuable, necessary, and relevantBe very, very clear about your goalKnow what your best alternative to a negotiated agreement (BATNA)Identify the audience correctly
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Strategies to be an effective influencer 2 of 2
Be seen as a trustworthy individual of high integrity, someone who is looking out not only for his or her own best interests but also for the best interests of the parties he or she is attempting to influence
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Building a reputation as a powerful
influencer
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Building a reputation as a powerful influencer 1 of 2
Know what you want to accomplishSpecifically identify the person you must persuadeChoose the optimal time and place for persuasionUnderstand the other person’s position and interests before you begin the processWhile you’re in conversation, listen for overlap and commonality, so you can begin your discussion from a position of agreement
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Building a reputation as a powerful influencer 2 of 2
Prepare to sacrifice “wants” to gain “musts” Be sure there is opportunity for a win-win-win situation for all involved Reflect on and reaffirm the agreement, which means summarizing it as you go through the processAim for a commitment, because buy-in is as important as an agreementDocument the agreement as necessary
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Drill
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Drill
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions
