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Unlock the Hidden Power of Your Negotiating StyleStylePARTICIPANT GUIDE
Phone (515) 339-5899 | Fax (515) 993-1912
www.collectormentor.com
LEGAL DISCLAIMERThe material in this publication is provided “as is.” collector mentor disclaims any warranties, expressed or implied, regarding its accuracy or reliability, and assumes no responsibility for errors or omissions. To the extent permissible by law, collector mentor accepts no liability for any injuries or damages caused by acting upon or using the content contained in this publication. This seminar should not be used as a substitute for competent legal advice. Seminar participants are encouraged to consult their manager prior to implementing any new practices or procedures.
Certain portions of this training program have been adapted from the “Negotiating Style Profile” and “Dealing With Difficult Negotiators” and are presented under license agreement with HRDQ.
Copyright © 2011 collector mentor
P.O. Box 44Adel, IA 50003
COPYRIGHT NOTICE
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
Adel, IA 50003
Phone: (515) 339-5899Fax: (515) 993-1912Web: www.collectormentor.com
No part of this publication may be reproduced or transmitted in any form or by any means except as permitted under the 1976 United States Copyright Act (17 U.S.C.) sections 107 and/or 108. Inclusion in any publication, whether for commercial or non-commercial purposes, is prohibited.
Requests for permission to reproduce or reuse this content should be addressed to [email protected] or (515) 339-5899.
Version 2.2 modified for GCRA Conference 2011Last updated August 2011
01© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Legal Disclaimer 01
Copyright Notice 01
Learning Goals 03
Today’s Agenda 04
SECTION ONE: THE FOUNDATION OF NEGOTIATING 05How Do You Define Negotiating? 06
Characteristics of Negotiators 06
What Is Negotiation? 07
The Two Universal Concerns 08
Five Negotiating Styles 09
SECTION TWO: UNLOCKING YOUR NEGOTIATION STYLE 15The Negotiating Style Profile 16
Charting Your Results 17
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
CONTENTS
02
Charting Your Results 17
SECTION THREE: EFFECTIVE COLLECTION NEGOTIATIONS 18Which Style is Preferred? 19
Style Advantages/Disadvantages 20
The Negotiation Waterfall 25
The Collaborative Negotiation Process 26
The Six Interpersonal Skills of a Collaborator 27
Seven Steps for Conducting a Collaborative Negotiation 29
Seven Common Negotiation Pitfalls 30
SECTION FOUR: COLLECTING FROM DIFFICULT CONSUMERS 31Dealing With Difficult Consumers 32
Five Skills for Dealing with Difficult Consumers 32
Three Examples of the Five Skills in Action 38
APPENDIX: ADDITIONAL RESOURCES 42Recommended Reading 43
References 44
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
LEARNING GOALSSuccessful completion of this course will increase your knowledge and ability to:
� Discover your primary negotiating style.
� Describe the two universal concerns of every negotiation communication.
� Contrast the five negotiating styles in terms of behaviors and outcomes.
� Identify the pros and cons of each negotiating style.
� Recognize opportunities for flexing or adapting your
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
03
� Recognize opportunities for flexing or adapting your negotiating style.
� Identify strategies for guiding collaborative negotiations.
� Avoid common negotiation pitfalls.
� Effectively handle difficult consumers using a five step approach.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
TODAY’S AGENDA
PART ASection One: The Foundation of Negotiating
• What Is Negotiation?• Characteristics of Effective and Ineffective Negotiators• The Two Universal Outcomes• Five Types of Negotiating Styles
Section Two: Unlocking Your Hidden Negotiation Style• The Negotiating Style Profile• Charting Your Results
PART B
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
04
PART BSection Three: Effective Collection Negotiations
• Which Style is Preferred?• Style Advantages/Disadvantages• The Negotiation Waterfall• Collaborative Negotiations Overview• The Six Interpersonal Skills of a Collaborator• Seven Steps for Conducting a Collaborative Negotiation• Avoiding Seven Common Negotiation Pitfalls
Section Four: Collecting From Difficult Consumers• Why Can’t We All Just Get Along?• Five Steps for Dealing With Difficult Consumers• Dealing With Three Types of Difficult Consumers
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
THE FOUNDATION
OF NEGOTIATING
05
SECTIONONE“In business, you
don’t get what you
deserve, you get
what you negotiate.”
~ Chester L. Karrass
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
HOW DO YOU DEFINE NEGOTIATING?How would you describe the process of debt collection negotiations to a new hire?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
06© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
CHARACTERISTICS OF NEGOTIATORSWhat characteristics would you use to describe effective and ineffective negotiators?
EFFECTIVE NEGOTIATORS INEFFECTIVE NEGOTIATORS
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
“Negotiation is a process of communicating back and forth for the purpose of reaching a joint decision.”
- Roger Fisher and William Ury Getting to Yes
WHAT IS NEGOTIATION?
Everyone is a negotiator. Negotiation is something that
we all do every day whenever we need another
07© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
we all do every day whenever we need another
person’s consent. Our negotiations can range from
deciding on what’s for dinner to complex mergers and
acquisitions. Regardless if the negotiation occurs in our
personal or professional life, the better we are at
negotiating, the higher the likelihood of reaching our
desired result. The process of negotiating increases or
decreases in difficulty depending on the level of conflict
that exists between negotiating parties.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
THE TWO UNIVERSAL CONCERNS
“Every negotiator has two kinds of interests: in the substance and in the relationship.”
- Roger Fisher and William UryGetting to Yes
CONCERN FOR THE OUTCOME
08
Low Moderate High
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Source: Getting to Yes
Low Moderate High
CONCERN FOR THE RELATIONSHIP
FIVE NEGOTIATING STYLES
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
“The two universal concerns for outcome and relationship are shared by all negotiators, regardless of the object of their negotiations. But these concerns are not expressed independently. Each concern interacts with the other to produce a pattern or style of negotiating behavior.”
– Negotiating Style Profile
09
Source: The Model of Negotiating Styles, HRDQ
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
DEFEATCONCERN FOR OUTCOME HIGH CONCERN FOR RELATIONSHIP LOW
Goal: Be a winner at any cost.When a collector has a high degree of concern for the
outcome of the call but a low degree of concern for the
relationship, a Defeat behavior pattern is produced. This
pattern is characterized by win-lose competition and sends
the message that the consumer’s needs are not important.
Collectors who rely on this style may use pressure,
intimidation, unlawful threats, and harassment. This style
results in adversarial relationships with consumers and may
generate complaints.
The following statements/characteristics apply to the Defeat style:
ACCOMMODATE COLLABORATE
WITHDRAW DEFEAT
COMPROMISE
10
� Drive a hard bargain.
� I win/you lose mentality.
� Our conflicting interests can’t be reconciled.
� Total victory is the goal.
� Get as much as I can.
� My interests must prevail.
� Me or them.
� Don’t get taken.� Business is business.
� Insist on your own position.
� Apply pressure. Intimidate. Browbeat. Be belligerent.
� Don’t trust anyone.
� Participants are adversaries.
� Be a tough battler; top dog.
� Clobber them before they clobber you.
� Power and control are everything.
� Two dogs, one bone.
� How much can I get for how little?
� There can only be one winner.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
ACCOMMODATE COLLABORATE
DEFEATWITHDRAW
COMPROMISE
WITHDRAWCONCERN FOR OUTCOME LOWCONCERN FOR RELATIONSHIP LOW
Goal: Take whatever you can get.When a collector has a low degree of concern for both the
outcome of the call and the relationship with the consumer,
a Withdraw behavior pattern is produced. The collector has
little interest in working out the best deal and little interest
in the relationship with the consumer. Collectors who rely
on this style may show a lack of confidence, have feelings
of powerlessness, show an indifference to the outcome,
and have feelings of surrender.
The following statements/characteristics apply to the Withdraw style:
11
� Indifferent.� Resigned. � Keep a low profile.
� Avoid conflict. � Do minimum to keep up appearances.
� Results are beyond my influence.
� Realistically, you take whatever you can get.
� Other people have more power.
� Relinquish control.
� Who cares?� Surrender and retreat.
� Forgo my needs.� Just want to skate by.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
COLLABORATE
WITHDRAW
ACCOMMODATE
DEFEAT
COMPROMISE
ACCOMMODATECONCERN FOR OUTCOME MODERATECONCERN FOR RELATIONSHIP HIGH
Goal: Build friendly relationships.When a collector focuses on building a positive relationship
with the consumer in hopes that it will produce a successful
outcome, an Accommodate behavior pattern is produced.
Collectors who rely on this style may expend minimal energy
to work out the best outcome, and instead focus that energy
on building a friendly relationship. These collectors generally
try to avoid conflict at any cost and work to promote
harmony, even yielding to pressure to preserve relationship.
The following statements/characteristics apply to the Accommodate style:
12
� Good relationships produce good results.
� Maintain harmony.
� Keep the peace.� Be friendly.� Avoid unpleasant discussions.
� Be agreeable; keep the consumer happy.
� Make concessions so the consumer likes me.
� Trust others without hesitation.
� Disclose your bottom line so the other party knows what you’re after.
� Yield to pressure.
� Let the consumer have it her way.
� Place relationships above a fair outcome.
� Don’t ask difficult questions.
� The relationship is the number one priority.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
ACCOMMODATE COLLABORATE
WITHDRAW DEFEAT
COMPROMISE
COMPROMISECONCERN FOR OUTCOME MODERATECONCERN FOR RELATIONSHIP MODERATE
Goal: Split the difference.When a collector has a moderate degree of concern for
both the outcome and the relationship, a Comprise
behavior pattern is produced. Collectors may resort to
splitting the difference and may prematurely look for trade-
offs. Although this style may produce a reasonable result, it
does not generate the same optimum result that can be
achieved through a high degree of concern for both the
outcome and the relationship.
The following statements/characteristics apply to the Compromise style:
13
� Compromise.� Agree to split the difference.
� Meet halfway.� Find a quick, easy solution that we can both agree on.
� Give something to get something.
� Look for trade-offs.
� No one gives up or gains everything.
� Each person walks away with something.
� We scratch each other’s backs.
� You win some, you lose some.
� If I don’t compromise, I’ll end up empty-handed.
� Avoid conflict.� An adequate outcome achieved in a short time is better than an optimum outcome that requires more time.
� I have to compromise to show I care.
� It’s expected.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
ACCOMMODATE
WITHDRAW DEFEAT
COLLABORATE
COMPROMISE
COLLABORATECONCERN FOR OUTCOME HIGHCONCERN FOR RELATIONSHIP HIGH
Goal: Creatively problem-solve so both parties
can win.When a collector has a high degree of concern for both the
outcome and the relationship, a Collaborate behavior
pattern is produced. Collectors rely on searching creatively
for common interests with the consumer, problem-solving
behavior, and recognizing that both parties must get their
needs satisfied in order to reach the optimum solution.
The following statements/characteristics apply to the Collaborate style:
14
� Collaboration is key.
� Win-win.� Negotiation is a creative, problem-solving situation.
� We have common interests and need to form a partnership.
� We attack the problem, not each other.
� Both parties’ needs are met.
� Each party explores mutual interests and works for mutual gains.
� Yield to principle, not pressure.
� Try to reach a result based on objective criteria.
� Principled negations.
� No tricks, no games.
� Instead of dividing the apples, we both shake the tree to get more apples.
� Synergistic solutions.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
UNLOCKING YOUR
NEGOTIATION STYLE
15
SECTIONTWO
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
“He who has
learned to disagree
without being disagreeable
has discovered the most
valuable secret of a
diplomat.”
~ Robert Estabrook
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
THE “NEGOTIATING STYLE PROFILE”Purpose: To help you gain a deeper understanding of your
preference for using the five negotiating styles.
ABOUT THE PROFILE� Thirty-item assessment, divided into five scales/negotiating
styles: defeat, withdraw, accommodate, compromise, and
collaborate.
� Evolved from a need to help department store buyers with
their vendor relationships.
� Designed to measure a person’s concern for the two
dimensions: outcome and relationship.
� The assessment has been administered to thousands of
people worldwide in a variety of industries including retail,
hospitality, computer software, food manufacturers,
16© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
hospitality, computer software, food manufacturers,
telecommunication companies, government agencies, and
financial services firms.
THE FOGGY LENS EFFECTSince the assessment is a self-report, it is possible that your observation might be
somewhat “foggy.” Sometimes we pick what we think is the best answer instead of
selecting an answer based on how we actually perform. Ask your manager and
coworkers if they agree with your results.
IMPORTANT WARNING!This assessment is not a guarantee of performance.
It should not be used as a selection tool.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
CHARTING YOUR RESULTS
30
33
36
39
42
Directions: Transfer your five separate scores from your Negotiation Style Profile
worksheet to the chart below. Mark your scores with an “X” and then draw a solid line
connecting all five scores.
tyle
Sco
res
17© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
DEFEAT WITHDRAW ACCOMMODATE COMPROMISE COLLOBORATE
Avg All Industries 20 23 31 28 35
Avg Collection Industry 20 23 32 29 34
Avg Third Party 22 20 32 30 35
Avg First Party 16 25 31 28 33
6
9
12
15
18
21
24
27
30
Ne
go
tia
tin
g P
rofi
le S
tyle
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
EFFECTIVE COLLECTION
NEGOTIATIONS
18
SECTIONTHREE
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
“Let us never
negotiate
out of fear, but let us
never fear to
negotiate.”
~ John Fitzgerald Kennedy
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
WHICH STYLE IS PREFERRED?
Variations of each style may be
appropriate under certain conditions.
A negotiator may choose any one of the
five styles for a particular negotiation.
What influences the style a collector uses?
� Company philosophy and brand
19
� Company philosophy and brand
� Client requirements
� Collector personality/emotions
� Consumer personality/emotions
� Results of previous conversations
� Stage of delinquency/status of account
� Type of collector (first party, third-party, debt buyer, etc.)
� Type of debt being collected
� Amount of time allotted for negotiation
� Your attitude towards debt and belief about people
� Tolerance for complaints
___________________________________________________
___________________________________________________
___________________________________________________
___________________________________________________
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
DEFEAT STYLE
ADVANTAGES/DISADVANTAGES
ADVANTAGES DISADVANTAGES
•Good short-term deals
• If the other negotiator
uses this style, it may be
appropriate to use it
•Useful for establishing
bottom line when
•Could be destructive
and ineffective in the
long run
•The other party may try
to “get back” at you in
the future
20
bottom line when
collaborative
negotiations have failed
the future
•Not effective in building
relationships
•Could lead to false
commitments (e.g.,
NSF check)
•May cause collector to
be rejected on principle
alone
• Increase likelihood of
hangs up, escalated
conversations, and
complaints
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
ADVANTAGES DISADVANTAGES
•Expediency of
negotiations because
one side has all of the
power
•Least stressful approach
•Rarely generates
•May result in unfair
outcomes
•Doesn’t do the
client/company justice
•May leave money on
the table
WITHDRAW STYLE
ADVANTAGES/DISADVANTAGES
21
•Rarely generates
complaints
the table
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
ADVANTAGES DISADVANTAGES
•Easy agreement
•Effective when
relationship is
paramount
•Helpful if consumer has
multiple lines of
•High cost in terms of
one-sided solutions
•Relationships may be
superficial
•Often produces low
collection results
ACCOMMODATE STYLE
ADVANTAGES/DISADVANTAGES
22
multiple lines of
business or is an
influential customer
collection results
•Consumer may take
advantage of the
situation
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
ADVANTAGES DISADVANTAGES
•Some of both parties’
needs are met
•Produces adequate
solutions and
relationships
•Works well when trade-
•May not produce a true
win-win solution
•Does not produce the
best outcome or the
best relationship
•May cause buyer’s
COMPROMISE STYLE
ADVANTAGES/DISADVANTAGES
23
•Works well when trade-
offs are the only way to
come to an agreement
•Can produce a cost-
effective agreement in
shorter time period
•May cause buyer’s
remorse.
•Sets expectations for
future negotiations
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
ADVANTAGES DISADVANTAGES
•Creative, long-term
solutions
•Builds strong
relationships
•Synergistic partnership
•Generates high levels of
•Takes time, effort, and
practice
•Depending on account
balance, it may not be
cost-effective to invest
the time needed to
COLLABORATE STYLE
ADVANTAGES/DISADVANTAGES
24
•Generates high levels of
trust
•Can reduce complaints
and escalated calls
the time needed to
collaborate
•Consumer not always
willing to work together
with the collector to
find the best solution
•Consumer not always
interested in building a
relationship with a
collector
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
THE NEGOTIATION WATERFALL™
COLLABORATE
COMPROMISE
ACCOMMODATE
WITHDRAW
25© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
WITHDRAW
DEFEAT
It is impossible for a collector to start with a defeat style and then
move to a collaborative style without doing some damage to the
relationship. The best approach is to start with a collaborative style
and then move down The Negotiation Waterfall™ in a way that will
best satisfy your concerns for the outcome and the relationship.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
THE COLLABORATIVE
NEGOTIATION PROCESS
“Consistent application of the Collaborate
style offers the ________ ________ of
producing negotiating results of the ______
______ and _______ ________satisfaction
to the parties involved. “– Negotiating Style Profile
26
REQUIRES A SPECIFIC SET OF SIX INTERPERSONAL SKILLS
1. Assertive behavior2. Supportive climate-building3. Active listening4. Nonverbal behavior sensitivity5. Using questions to raise receptivity6. Confronting and working through differences
REQUIRES A DEFINED SEVEN STEP APPROACH
1. Comprehensive preparation2. Appropriate opening to set the tone of the negotiation3. Exploration of each party’s needs4. Creative development of alternatives5. Use of objective criteria to evaluate agreements6. Appropriate closing to define the agreement7. Critique of the negotiated outcomes
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
THE SIX INTERPERSONAL
SKILLS OF A COLLABORATOR
1. ASSERTIVE BEHAVIORThe collector should be able to honestly and openly state his or her needs, while respecting the needs and concerns of the consumer.
2. SUPPORTIVE CLIMATE- BUILDINGBoth parties are more likely to
27
Both parties are more likely to collaborate if they feel they are working in a mutually supportive, respectful environment.
3. ACTIVE LISTENINGOne key to a successful collaborative negotiation is that both parties actively listen to each other. Active listening means making a point to hear, understand, and respond to what the other person is saying.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
THE SIX INTERPERSONAL
SKILLS OF A COLLABORATOR
4. NONVERBAL BEHAVIOR SENSITIVITYA great deal about how someone is feeling is communicated through his or her nonverbal behaviors. Successful negotiators are able to recognize, interpret, and respond to the other party’s nonverbal behaviors. Remember: Actions speak louder than words.
28
than words.
5. USING QUESTIONS TO RAISE RECEPTIVITYFor collaboration to occur, both parties need to understand the other’s needs and concerns. Asking questions assures that these needs and concerns are brought to the table.
6. CONFRONTING AND WORKING THROUGH DIFFERENCESWhen two parties face each other in a negotiation there are guaranteed to be differences. Collaborative negotiators are skilled at acknowledging these differences and using them constructively in the conversation.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
SEVEN STEPS FOR CONDUCTING A
COLLABORATIVE NEGOTIATIONStep 1: COMPREHENSIVE PREPERATION� Review the results of previous conversations.� Know your bottom-line and levels of authority.� Call at the right time; avoid inconvenient times/places.� Get good at identifying one or two critical pieces of information when on an auto-dialer.
Step 2: APPROPRIATE OPENING TO SET THE TONE OF THE NEGOTIATION� Know previous outcomes and use linking phrases to create a warm introductions.� Don’t head into the call with the intention of debating the consumer.� Schmooze with the consumer to build rapport. Link with details.� Watch words, rate, tone, pitch, and inflection. Smiling and standing while talking can help.
Step 3: EXPLORATION OF EACH PARTY’S NEEDS� Work to tie up lose ends and meet unmet needs when possible. � Don’t overlook core human emotions/needs.
29
� Don’t overlook core human emotions/needs. � Use effective questioning techniques and listen for thoughts and feelings.
Step 4: CREATIVE DEVELOPMENT OF ALTERNATIVES� Present multiple offers simultaneously. Be careful with fixed-choice demands.� Ask the consumer to share his or her ideas.� Expand the piggy bank. Think outside the wallet.
Step 5: USE OF OBJECTIVE CRITERIA TO EVALUATE AGREEMENTS� Separate people from the problem.� Establish ground rules if necessary.� Never yield to pressure (bribes, threats, etc.)
Step 6: APPROPRIATE CLOSING TO DEFINE THE AGREEMENT� Restate details of arrangement and check for understanding.� Thank the consumer for his or her partnership.� Discuss next steps.� Agree on consequences of broken commitments.
Step 7: CRITIQUE OF THE NEGOTIATED OUTCOMES� Review your results. � Could you have done anything differently?� Did you achieve synergy?� Get a second opinion.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
SEVEN COMMON
NEGOTIATION PITFALLS
• Using threats and harassment to force payment. While threats and harassment can increase payments, the Fair Debt Collection Practices Act clearly prohibits such behavior. These collection tactics damage relationships, tarnish your company brand, and often cause the consumer to terminate the call.
• Not being assertive.Failing to assert your position out of fear of conflict will present a unique set of challenges during the call. Collectors must learn to openly and honestly communicate their expectations by maintaining a healthy sense of confidence.
• Viewing the negotiation as a debate.Treat the consumer with respect and treat the collection call as an opportunity to
30
Treat the consumer with respect and treat the collection call as an opportunity to help a fellow human being in a time of need. “Going to war” with the consumer can decrease collections while increasing complaints and lawsuits.
• Getting caught up in the other party’s personality or behavior.Successful collectors know they have to separate the person from the problem. Some consumers will try to distract you from the real purpose of the call and when this happens you must be ready to keep the purpose of the call in mind.
• Closing yourself off to a consumer’s alternatives.It is possible that the consumer will present a solution that works. Be open to the possibility. And, remember, nobody argues with his or her own idea. Successful collectors guide consumer’s to their own alternative.
• Failing to understand the other party’s needs and wants.If you push forward without truly understanding the other party’s needs and wants it is possible that you could end up with a broken arrangement or damaged relationship.
• Letting emotions control the call.The best negotiators are aware of their own emotional states. Know your hot buttons and know how to avoid erupting when those buttons are pushed.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
COLLECTING FROM
DIFFICULT CONSUMERS*The information in this section is used from HRDQ’s “Dealing With
Difficult Negotiators” program and is used with permission.
31
SECTIONFOUR
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
“There are two ways
of meeting difficulties:
You alter the difficulties
or you alter yourself to
meet them.”
~ Phyllis Bottome
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
WHY CAN’T WE ALL
JUST GET ALONG?Collectors aren’t the only party to a negotiation that can be difficult to
deal with. Consumers can be difficult, too.
So how do you turn a the tough negotiator into an ideal negotiator?
The truth is, you probably can’t. Though negotiators often have
developed their negotiating style over time and with reinforcement
for their behavior. It is not up to you to change the person. But you
still can achieve a collaborative solution despite a seemingly
impossible negotiation situation.
In this section, we will show you how to practice the skills that enable
32© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
In this section, we will show you how to practice the skills that enable
a win-win solution when the other party to the negotiation is less
than collaborative. These skills have been drawn from research on
how to effectively deal with difficult negotiators.
The five skills needed for dealing
with difficult consumers are:
1. Maintaining Composure
2. Developing Data
3. Refocusing the Discussion
4. Being Creative
5. Handling Information Strategically
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
#1. MAINTAIN COMPOSUREDifficult consumers can create an emotionally heated environment. They
may attempt purposely to upset you so that you are not thinking
objectively. Maintaining your composure in stressful and heated negations
is a powerful weapon. It allows you to evaluate assertions coolly and
encourage the other party to focus on the objective.
These tips can help you keep your cool:
� Silence perhaps is the most effective tool. When the other party says something
inflammatory or proposes something outrageous, take a moment of silence. It may
cause the other party to fill in the gap with more information. And it gives you time
to compose yourself.
� Take a mental break. Think about the ocean. Think about what’s good in your life.
Temporarily distance yourself from the discussion so that you won’t react with
emotion.
33© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
emotion.
� Make light of the situation. A good deal of judgment goes into this tactic.
Lightening the situation with humor may break the tension. But it could also
increase it. Knowing when the other party is likely to accept humor is important.
� Take a deep breath and count to ten. This technique allows you to take a short
break and regain your composure.
� Refocus yourself on what you need from the negotiation. Bring your own needs to
the front of your mind instead of reacting to the emotion of the situation.
� Ask the other party to explain him/herself. This gives you time to regain your
composure and is a good way to get the other party to tone down his/her
inflammatory statements.
� State the goal of objectivity. Remind the other party of the goals of the negotiation.
� Use the “feel/felt/found” strategy. Take time to gather your thoughts by telling the
other party, “I know how you feel about this, I felt that way until I found that (reason
for not feeling that way).”
� Physically remove yourself from the negotiation. This may be extreme, but if the
negotiation is not productive because of emotion, taking a break might be best.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
#2. DEVELOP DATAA tough negotiator will put forth many different arguments and claims
during the negotiation. He or she also will react strongly or emotionally to
information that you present. The best way to keep a handle on the
negotiation is to have a strong store of data about the negotiating
situation. When the other party makes a claim, suddenly introduces a new
demand, or makes heated statements, your store of objective knowledge
about the situation will allow you to respond to those maneuvers.
These tips can help you gather several types of information
before and during the negotiation.
� Find the “asymmetries.” Asymmetries occur when one party values something
more than the other party. You should list as many as you can before the negotiation
and look for cues to others during the negotiation.
� Make a list of the difficult issues to resolve and why they are difficult.
34© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
� Make a list of the difficult issues to resolve and why they are difficult.
� Use “feelers” when you are trying to gather information during the negotiation
(e.g., “how do you feel about this idea” ) instead of direct or firm offers. Using
feelers in conjunction with questions about the other party’s intentions or
preferences provides you with the greatest wealth of information while preventing a
deadlock.
� Make a list of factors affecting the situation of the other party such as employment
status, budget constraints, etc.
� Focus on the other party’s motivation. What are the most important factors to the
consumer? Conduct research beforehand and then ask questions during the
negotiation that help you discover priorities.
� Know your alternatives to a negotiated agreement. Can you afford to walk away?
At what point would it be better to walk away than to accept an agreement?
� Research objective data and facts relevant to the situation and keep them at your
fingertips during the negotiation.
� Pay careful attention to body language. The other party’s behavior during face-to-
face conversations will be full of informational cues.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
#3. REFOCUS THE DISCUSSIONThough negotiators may throw the discussion off-track either intentionally
or unintentionally. Either way, a discussion that begins to focus on
irrelevant aspects of the situation, or on emotional issues that cannot be
resolved, is not headed for satisfactory resolution. A productive discussion
centers on objective information and the underlying needs of both parties.
It is your job as a negotiator to make sure that the other party does not
monopolize the conversation with diversions or exclusive focus on his or
her positions.
These tips can help you keep the conversation headed in the
right direction:
� Ask problem-solving questions that push you and the other party to work together
to solve a problem.
Make a list of underlying needs behind each goal and discuss how those needs can
35© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
� Make a list of underlying needs behind each goal and discuss how those needs can
be satisfied.
� Don’t reject proposals automatically that are presented as ultimatums. Tell the
other party that you will consider his or her proposal as one of the options for
settling the negotiation.
� Ask for clarification when the other party says anything that is unclear, seemingly
erroneous, or antagonistic.
� After you present new information, ask the other party to tell you how that
information affects his or her position.
� If the other party is adamant about a particular position, do not spend a great deal
of time trying to change his or her mind. Explore the needs behind that position and
treat it as one option to be considered.
� If the other party dwells on past problems, acknowledge that there were problems,
but maintain the focus of the discussion on the current situation.
� With the other party, make a list of common interests.
� Paraphrase a summary of the other party’s points.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
#4. BE CREATIVEWhen two parties enter a negotiating situation, they usually have some set
goals in mind. When those individual goals get stuck in each party’s mind,
the negotiation may come to an impasse quickly. It always is best to start a
negotiation with a focus on underlying needs, not specific goals. Your
negotiating partner may not be so inclined. Moving forward often requires
a large dose of creativity on your part. By creatively we mean introducing
novel solutions, figuring out how to rethink problems, and/or looking at a
situation from several angles. But succeeding with a tough negotiator goes
beyond just thinking of new ways to view the situation. You need to be able
to get the other party involved in the creative process and accepting of
your creative solutions.
There are several creativity techniques you can use. Here are a
few that you can use to keep the negotiation moving along:
36© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
few that you can use to keep the negotiation moving along:
� Put off discussion of specific solutions until you and the other party have discussed
the negotiating situation fully and what needs must be met.
� Don’t think only in terms of monetary cost. Make a list of other costs and benefits
to your proposal(s) and the other party’s proposal(s).
� Withhold immediate judgment of all proposals that are offered. Give them time to
sink in and compare their value with other proposals.
� Think of solutions where your low priority items can be conceded in exchange for
concessions by the other party on your high priority items.
� Think of ways to make it easier for the other party to accept your proposal.
� If no solution offered meets both parties’ needs, try to engage the other party in
brainstorming new solutions.
� Think of ways to expand the piggy bank.
� Don’t introduce new solutions when the parties are confused about existing
options.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
#5. HANDLE INFO STRATEGICALLYBecause tough negotiators often create a tense climate, how you choose to
release and ask for information can be as important as the information
itself. If you expect immediate agreement with a point you make, you likely
will be disappointed and antagonize the other party. Likewise, if you lay all
of your information on the table without requiring disclosure from the
other party, you run the risk of giving the other party an unfair advantage.
Despite the fact that open communication yields the best results, a tough
negotiator is unlikely to be open. Making the other party comfortable with
exchanging information and understanding your points is crucial to long-
lasting agreement.
These tips can help you handle information strategically:
� Give the other party a reason to trust you by revealing some, but not all, of your
information.
37© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
information.
� When you introduce new information or attempt to switch the focus of the
conversation, give the other party ample room and time to digest what you are
saying.
� Concentrate on the quality of your reasons for a proposal, not the quantity. One or
two strong reasons is better than a dozen weak reasons.
� Give the other side the opportunity to voice objections to your proposals.
Consider those objections seriously and address each one.
� Don’t take everything the other party says at face value. Verify with objective
information the validity of the other party’s statements.
� Watch the other party for signals that he or she feels good (or bad) about the
alternatives being discussed.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
HOW TO HANDLE A CONSUMER
WHO RELIES ON THREATSSome consumers routinely use threats. A threat can range from the obvious
(“I’ll hang up!) to the subtle (“I’m not sure I can talk about this now.”). But
whatever form the threat takes, your job is to figure out whether the other
party will carry through with it. Threats generally are a function of capability
and resolve. You need to know whether or not the other party has the
capability of carrying through with the threat and whether he or she is
motivated to do so.
Maintain Composure� React calmly and with resolve.
� Brush off the threat lightly. Use this tactic only if you think the other party
will not take offense.
38© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
will not take offense.
� Don’t let the pressure force you into a premature agreement.
Develop Data� Know whether or not you can afford to walk away.
� Know what the other party’s capability is to deliver on the threat.
� How likely is the threat to impact your business?
� Is there validity to the consumer’s threat?
Be Creative� Figure out a way around the threat if it is real. Ask yourself how you can
get your needs met if the threat is carried out.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
HOW TO HANDLE A CONSUMER
WHO USES TIME PRESSUREA tough consumer may pressure you to make decisions or agreements within
a limited amount of time. Time limits can be imposed arbitrarily by the other
party (e.g., “I’ll give you 24 hours to consider my settlement”) or may occur
naturally (e.g., the statute of limitations is about to expire). Arbitrary time
limits are somewhat easier with which to deal. However, if there is not an
artificial time constraint, you can reach a collaborative solution quickly.
Maintain Composure� Don’t respond immediately. Give yourself at least a minute to think about
the best course of action.
� Focus calmly on your needs.
39© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Develop Data� Prioritize your needs. Know your bottom line.
� Find out the flexibility of the time constraint. Is it being imposed
arbitrarily, and if so, can it be changed?
� Make a quick list of your options and resources.
Handle Information Strategically� Don’t release all of your information because of time pressure.
� Don’t rush to an agreement even if there is time pressure.
� Give the other party a few moments to digest your agreements and
proposals.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
HOW TO HANDLE A CONSUMER
WHO IS AGGRESSIVESome consumers like to maintain control of a negotiation by displaying
aggressive behavior. They may speak in loud tones and use hostile language.
It is difficult to hold an objective discussion under these circumstances, so
you will want to calm the atmosphere before proceeding. Nonetheless, you
may have to proceed with some level of aggressive behavior from the
consumer. Concentrate on your needs and the facts of the situation through
the haze of aggressiveness.
Maintain Composure� Don’t shout back. It is easy to mirror the negative and aggressive
emotions of the other party. But doing so only escalates the situation.
� Silence is particularly effective.
40© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
� Silence is particularly effective.
� Responding with feel, felt, found also can work.
� Humor can be quite effective but should be used with caution.
� Let them vent. Sometimes that’s all it takes.
Develop Data� Know your bottom line.
� Know the other party – will humor work; is he or she serious?
� Know the other party’s situations in terms of support.
� Know when to walk away.
� What is causing the behavior? Is there a legitimate concern?
Refocus the Discussion� Discuss the objective facts of the situation.
� Ask the other party to engage in problem solving with you.
� Apologize without accepting responsibility, then redirect to the objective.
� Separate the people from the problem.
� Address any legitimate concerns and then redirect the conversation.
RECAP OF TODAY’S SESSION
Today, we …
� Discovered your primary negotiating style.
� Learned how to describe the two universal concerns of every negotiation communication.
� Contrasted the five negotiating styles in terms of behaviors and outcomes.
� Identified the pros and cons of each negotiating style.
� Recognized opportunities for flexing or adapting your
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
41
� Recognized opportunities for flexing or adapting your negotiating style.
� Identified strategies for guiding collaborative negotiations.
� Learned how to spot common negotiation pitfalls.
� Discovered a five step approach for dealing with difficult consumers.
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
Additional Resources
42
APPENDIX
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
“Let us move from the
era of confrontation to
the era of negotiation.
~Richard M. Nixon
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
Recommended Reading
� Successful Negotiating: Letting the Other Person Have Your Way
� Negotiating in Organizations� Managing by Negotiations� The Negotiator: A Manual for Winners
� You Can Negotiate Anything� The Tao of Negotiations� Telling Lies: Clues to Deceit in the Marketplace, Politics, and Marriage
� Getting Together� Smart Negotiation� Building Negotiating PowerCollaborating
� Everyday Negotiation: Navigating the Hidden Agendas in Bargaining
� When Talk Works� Deal Maker� Negotiating Tactics: Bargain Your Way to Winning
� Power Negotiating: Tactics and Techniques
� The Pre-Negotiation Planning Book� The Art of Negotiating� Getting Past No� How to Win Friends & Influence PeopleInfluence: The Psychology of
43
� Collaborating� Negotiation: Strategies for Mutual Gain
� Nonverbal Communication: The State of the Art
� Business Negotiating Power: Optimizing Your Side of the Deal
� Power Negotiating: Strategies for Winning in Life and Business
� The Negotiating Game� Give and Take: The Complete Guide to Negotiating Strategies and Tactics
� Assertion Training: A Facilitator’s Guide
� Field Guide to Negotiation� No Contest: The Case Against Competition
� Influence: The Psychology of Persuasion
� Six Thinking Hats� Bargaining for Advantage: Negotiation Strategies for Reasonable People
� Getting to Yes: Negotiating Agreement Without Giving In
� Harvard Business Essentials Guide to Negotiation
� Secrets of Power Negotiating� Getting More: How to Negotiate to Achieve Your Goals in the Real World
� The Art and Science of Negotiating
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in this
workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
References
Bazerman, M. (2003). The Mythical Fixed Pie. Negotiation
Blake, R.R., & Mouton, J.S. (1978). The New Managerial Grid. Houston: Gulf.
Cohen, H. (2003). Negotiate This! New York: Warren Business Books.
Editors. (2010). Business Negotiation Skills. Negotiation Special Report. Program on
Negotiation at Harvard Law School
Editors. (2010). Dispute Resolution. Negotiation Special Report. Program on Negotiation at
Harvard Law School
Fisher, R., & Ury, W. (1981). Getting to Yes. Boston: Houghton-Mifflin
Glaser, C., & Glaser, R. (2005). Negotiating Style Profile. King of Prussia: HRDQ
Kilmann, R., & Thomas, K. (1974). Thomas-Kilmann Conflict Mode Instrument. CPP, Inc.
44
Kilmann, R., & Thomas, K. (1974). Thomas-Kilmann Conflict Mode Instrument. CPP, Inc.
Merrill, D.W., (1960). Social Style Model. TRACOM Group
Shapiro, R. & Jankowski, M. (2001). The Power of Nice. New York: Wiley & Sons, Inc.
Shea, G. (1983). Creative Negotiating. Boston: CBI.
Ury, W. (1991). Getting Past No. New York: Bantam
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in
this workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
Participant Guide | Unlock the Hidden Power of Your Negotiating Style
Thank you for participating in the Unlock the Hidden Power of Your
Negotiating Style training program.
You’ve reached the end of the session.
Stay cool, calm, and collected!SM
(And remember…)
End
(And remember…)
“Learning is not a spectator sport. [Learners] do not learn much by just sitting and listening, memorizing prepackaged assignments, and spitting out answers. They must talk about what they are learning, write about it, relate it to past experiences, apply it to their daily lives. They must make what they learn part of
themselves.”
– Seven Principles for Good Practice
© 2011 collector mentor. It is forbidden to copy or transmit this workbook in any manner. Certain portions of this training program have been adapted from the "Negotiating Style
Profile" and "Dealing With Difficult Negotiators" and are presented under license agreement with HRDQ. Unauthorized use, reproduction, or distribution of the material contained in
this workbook is a violation of federal law and punishable by civil and criminal penalty. To obtain reproduction rights, contact [email protected] or (515) 339-5899.
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