Category: Professional Development

Managing Negotiations, for and against

 An entrance of objectivity

You have called a meeting on the pretext of discussing price. You understand win/win, you have a plan set in place. You are confident your fall-back point is strong. To entertain any notion of losing is what the other guy does.  As you walk into the board room the ‘competition’ are seated in prayer over laptops. There are four of them and only one stands up. The other three pretend not to notice. The win/win is to build the foundation of a lasting business relationship. Trust is what you are looking for in any negotiation (and an emotional intelligence in the workplace training can also come in handy!)

Your plan, as agreed by the Operations team, is to initiate a partnership so your company products can reach the biggest consumer base. For the right logistics company it would be a lucrative partnership. Consider, you have offered to do all the work on publicity, production, quota’s and packaging. They simply have to guarantee logistics, customs and insurance at a fair price. Your fall-back point is that there is one other partnership which is on offer from a much younger and smaller company. One that sounds eager for new business.

What isn’t said?

He stands and walks to you, extends his hand and in a loose grip turns your hand over. He places the other hand on your elbow. He gently pats your shoulder, looks you in the eye and offers a welcome with a non-committal smile. You may have a feeling of intimidation. A sense you are out of your depth. It is not the start you imagined.

He ushers you to the other side of the table. You pull out your chair and feel like they are lined up against you. You undo your jacket and give a nod to each as one-by-one they are introduced. He immediately advises you that their time is limited. You shrug as he points out that he doesn’t see how the compromise you have asked for on shipping costs is possible. He also advises there is no room to move on the one-off deposit required to signal commitment. A deposit is not a typical standard for the industry.

He catches the way you look at the three intense executives on their machines and nods, suggesting that they have many clients to attend too. He also reminds that time is limited and that it would be good to agree on these conditions and get the next stage of the logistics on the table. You now have an issue with trust. If this is what the company is like at the negotiation table what will they be like to deal with as a long-term partner?

Its all about the win!

The over bearing body language. The handshake, the pat on the shoulder. The us-against-them seating. The disinterest of the other three. The over-powering false importance of the laptop and the suggestion they have many clients to deal with. The initial comments that time is important. The position of their interests first and foremost. The conditions that are set out. You may be asking yourself who exactly is the client here? The poor choice of dialogue and props.

In this position you would use their objection to see how serious their need for business is. Time is limited. You latch onto it and take control. No need to rush, this is much too important to be limited by your availability, you are obviously stretched at the moment. It is a strong move to focus on time being the issue. You push for a far more flexible attitude. If not today at this meeting, then why don’t we decide when a decision should be reached? Let’s pick a time which suits you better.

You have made up your mind

Maybe you push the chair back from the table, giving yourself room. Maybe you pull out your phone and check for messages. Your silence after such a statement will be intolerable.  He may lean forward onto his elbows trying to reengage. You cross your legs and get comfortable. His next statement should confirm what you already knew, they are here to get a signature on a lucrative deal for them. You can flash a smile as he comes forward onto an elbow, his other hand on his waist.

It’s all about trust

Negotiation is a dynamic playground of planning, adaptability and a science of people skills. You know what you want, you have the win/win sketched out. You have your fall-back position. You will observe the body language, check the tone of voice, listen for statements that lead or confine you. You see the distractions and implications that are suggested. Your dialogue is consistent – what’s-in-it-for-them. The secret is to keep one small compromise you have until trust takes shape. Then when the deal is on table give them something that elicits trust. An enthusiasm that says yes, we are open for business that builds networks and proactive relationships. Its all about a love for doing great business. It just depends on what does a great business mean to you?

More than Milestones – Project Management Success

Project management is a complex structure of time frames, objectives and delegation. With the intricate charts and time management programmes available, choosing the right dynamic to planning can be almost as frustrating as getting stakeholders to agree on a common schedule. Is the best Project Management approach just another milestone, or is there something else hidden that can have an even greater, long-term impact?

[Just to let you know we also regularly run project management courses london and time management courses london!]

Project Management Tools and Tips

While a Gantt chart illustrates a project schedule by using a bar and a time line, its strength shows the relationship of current activity with past and future. Named after its inventor, Henry Gantt, the chart was born in 1910 and forms the basis of Microsoft’s modern Outlook Diary. It’s advantage of showing both start and finish dates and summary elements of the project, makes it one of the most widely used and best system for Time Management.

You can even try a work management software (like Paymo) to create Gantt Charts and keep track of your time from the same place.

For design brilliance, the more sophisticated PERT Diagram was first used by the US Navy in the 1950’s while working on the Polaris missile project during the Cold War (or Program Evaluation Review Technique). A plan (or Work Breakdown Structure) is outlined in clear numbered steps with a time frame between each. The numbers are then placed inside separate circles and joined by the length of time or Critical Path.

The Flow Chart works well for loading information which can accommodate variable outcomes. For example, listing the steps and Critical Path in a linear direction, risks could be taken into account at various stages should something not meet a deadline or an outcome. This chart is particularly useful when there are multiple teams combining their efforts where risk accounts for responsibility and has very strong supporters in those who need open communication and specific designations.

Identifying and planning for Risk

Which leads into the most important component. The supporting work invested in the Risk Identification (R.I.) list which can be invaluable to assessing risks as diverse as the weather to the most rudimentary effect of ineffective delivery schedules. This R.I. list combines the Risk Descriptor with Probability and Impact, both rated from 1-5 for strength. Based on the strength given to each a clear Response Plan is developed. This pre-planned effort can dramatically shape milestones, critical paths and delegation. Although most would consider their plan, in whatever format they choose, as being a singular effort to success, it is the identification and planning of Risks that will be the factor whether the Project is a success.

Identifying Risks is the fourth dimension and a rewarding experience for all involved. Making others accountable for their areas can ensure a more thoughtful and accurate summary of available resources and support mechanisms. The key is to have the solutions for all risks clearly designated to an individual or a process. The rating system (1-5) for Probability and Impact will ensure a higher degree of awareness for all those involved. The aftershocks of a project that is managed like this will be the subtle learning and development that involves each participant. The next Project becomes even better as the learning process continually widens with experience. Projects are far more than just achieving milestones.