NEGOTIATING FOR LEADERSHIP SUCCESS
How, When and Why to Make Concessions
Making concessions advantageously during negotiation is a real art. But it is also a science, and there are rules that will “up your game”. In this course, participants will look at the art of conceding from four vantage points:
The concessions we make to ourselves
The concessions we make to others
The concessions we should not make at all
The concessions we accept
Many women believe that they will please others and ultimately be offered what they want, by making concessions. You will learn that Pleasing by conceding is not the way to get what you want in a business negotiation. It sets you up to be manipulated into doing it again and again. Concessions need to be given only with clearly negotiated rewards; even if you think it’s obvious, the other side probably doesn’t understand what’s important to you, so tell them.
Negotiating for Leadership Success
In this course you will learn how to: Negotiate compensation; Negotiate title and salary level that will garner peer respect and status; Demonstrate how perks like location, stock options, and flexible hours will benefit the company; Make it a condition that you meet and speak with all key players before you sign an employment contract; Negotiate needed resources up front, not after the offer is accepted; Negotiate a future career path and a (hopefully unnecessary) parting package. Learn how to avoid these common traps:
The frugality trap: Trying to gain points by doing more with fewer staff and resources or lower budget. Bringing in new resources (if needed, of course) creates respect and earns the loyalty of your new staff
The “we can discuss it later” trap and many more...
Backwards Mapping to Reach Your Objective
Though often overlooked, sequencing matters greatly in negotiation. Whether you negotiate for something large or small, you’ll face sequencing choices, such as how to determine whom to speak to first and then next. This course will teach participants that sometimes the rules of thumb such as “allies first” or “negotiate internally, then externally” are unreliable guides and will detail a more effective approach of mapping a negotiation backwards. It’s important to envision your preferred outcome and think in reverse about how to get there using some basic steps, such as, creating a list of all parties currently involved and those who might potentially get onboard, along with their interests and their no-deal options.