Negotiation, Influence & Engagement
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Negotiation, Influence & Engagement
Every time you seek to influence another party, you are negotiating. You Win Work by influencing & negotiating well before the formal negotiation over contract terms. e.g. to improve your position in pre RFT Capture; to shape client requirements; to plan & prepare winning proposals...
Curated by Jeremy Pollard
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Why Successful People Never Bring Smartphones Into Meetings | LinkedIn

Why Successful People Never Bring Smartphones Into Meetings | LinkedIn | Negotiation, Influence & Engagement | Scoop.it
Jeremy Pollard's insight:

You give away your power when you pull out a smartphone in meetings.  Use them in private. Not even in social settings. But specially if you are trying to attract, align with and influence other people with power.

 

If you want to take notes, write in a notebook with a pen. If you want to convey ideas, use clear language, or simple hand drawn visuals.

 

Technology is largely an epic fail - in power, in persuasion. Keep your toys at home. (But never in the bedroom - another epic fail)

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If you want high performers, kill pay secrecy

If you want high performers, kill pay secrecy | Negotiation, Influence & Engagement | Scoop.it
It's not just the gender pay gap that stands to benefit from ending salary secrecy.
Jeremy Pollard's insight:

Public pay increases trust - by increasing insight, accurate measurement (instead of guesses) - and improves overall performance.

PLUS - takes gender off the table (and all the other biases)

Influencing understanding, culture (beliefs) and creating positive action benefits from 'truth' - based on facts not beliefs.

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Your A to Z Guide To Influence, Persuasion and Negotiation

Your A to Z Guide To Influence, Persuasion and Negotiation | Negotiation, Influence & Engagement | Scoop.it
Everything you need to know about Your A to Z Guide To Influence, Persuasion and Negotiation
Jeremy Pollard's insight:

This is classic hi-value blogging - well researched, well linked, very helpful.


I suggest you dive down and read all the links - saving the items of most value to you...


An excellent summary of the background and techniques that will make a big difference for you 

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Female CFOs reduce corporate tax evasion

Female CFOs reduce corporate tax evasion | Negotiation, Influence & Engagement | Scoop.it
If we want companies to be more transparent and ethical about their tax affairs, having more women in board positions - and in particular, encouraging more women to become CFOs - could be the answer.
Jeremy Pollard's insight:

All male boards? Poor performance, and higher tax evasion.

 

Diversity triggers a more efficient use of capital, and is actually less of a burden on society.

 

Want to influence behaviour at senior levels? - changing the gender mix of the stakeholders in most situations will improve outcomes.

 

This article highlight improved ethical and social responsibility outcomes - I've also seen it in mergers where excessive testosterone was holding up collaboration (destroying shareholder value)

 

Most influence is not about the facts - it's usually about emotional triggers, needs and drivers. And most power is taken rather than offered.

 

More females in a group seems to stop the more 'schoolboy - try and get away with it' behaviours of an majority male group by the higher risk shame by being called or challenged on dodgy behaviours.

 

As an investor, what are your biases on this topic?

 

 

 

 

 

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Greece tries to ease tensions with lenders by reshuffling negotiating team

Greece tries to ease tensions with lenders by reshuffling negotiating team | Negotiation, Influence & Engagement | Scoop.it
Syriza-led coalition appoints economics professor in leading role to overcome mounting European opposition to his controversial colleague
Jeremy Pollard's insight:

How well do you understand the difference between 'content' and 'process'?

 

The Greek Prime Minister gets it - by swapping out a negotiation team member (process) in their negotiations about their debt (content)

 

Be clear in critical negotiations between WHAT you are discussing and HOW you go about it  - e.g. whats for sale and how much is very different from how you go about the process of working with your customer, and how you manage the time, place and behaviours of your team.

 

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How to get what you want: top negotiators on the tricks of their trade

How to get what you want: top negotiators on the tricks of their trade | Negotiation, Influence & Engagement | Scoop.it
Want a pay rise, a new job, an amicable divorce... or just for your kids to eat their dinner? Anita Chaudhuri asks a divorce lawyer, hostage negotiator, parenting guru, broker and retail expert to show you how
Jeremy Pollard's insight:

What's your pattern in these different roles? Mine = Three things. 

1/ Life is negotiation. Knowing who you are and what you want is important. Do your homework - on you...

2/ Start Early. Negotiations are won or lost way before the 

sit-down. Do your homework. Especially about the other party...

3/ Be creative. Keep playing with ideas and options. Avoid getting stuck in an arm-wrestle. Understand the difference between WHAT you're negotiation about, and how best to achieve that.

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8 Lame Phrases Bad Bosses Say

8 Lame Phrases Bad Bosses Say | Negotiation, Influence & Engagement | Scoop.it

e Some employers tend to underestimate the effect of their words and expressions on the morale of their workers. The truth is that what managers say and how they say it impacts employee engagement and loyalty...

Jeremy Pollard's insight:

What were they thinking? The managers that use these anti-influencing phrases?

 

Odds are, they were not thinking - and that's where the trouble starts.

Positively influencing employee or stakeholder behaviour simply does not work with the negative.

 

So where do we get these lame phrases from? Chances are, like parents, we repeat what we were told by our parents, or in the workplace, our old managers or supervisors when we were younger.

 

They are often automatic, reflexive and unthinking. And they do untold damage.

 

If someone is behaving in a way you would like to positively influence, start by doing what happened at the beginning of this commentary - as some questions. (Withhold judgment and labelling - keep emotion out of  it).

 

Make sure your honest intent is received as genuinely trying to understand.It's hard - it took me until I was in my 40's before I was clearer with this.

 

And guess what, often the act of answering your questions will have the other party self-declare the better way...

 

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3 Considerations You Should Take When Managing From Afar

3 Considerations You Should Take When Managing From Afar | Negotiation, Influence & Engagement | Scoop.it
A guide to the main pitfalls for managerial employees working remotely--and how to avoid them
Jeremy Pollard's insight:

Why is effective remote management so hard?

 

And especially in stakeholder management, and influence.

 

Valerie's suggestions are common-sense, and do-able. 

 

My only suggestion would be to reverse the order e.g. start with your own self-management first, then your upwards communication, and next get your team connections working effectively.

 

Within the ENS International framework, this means being clear about your own needs (and issues) first, then the others around you.

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Foreign Gov’t Funding Threatens Independent Think Tanks’ Impartiality

Foreign Gov’t Funding Threatens Independent Think Tanks’ Impartiality | Negotiation, Influence & Engagement | Scoop.it
Many U.S. nonprofit think tanks call themselves “independent” but get funding from foreign governments pursuing their agendas through U.S. policy.
Jeremy Pollard's insight:

There is NO level playing field. For a while (boom times generally) liberal economies pushed the idea of an open, global trading world.

 

The ironically named 'Free Trade' agreements were touted as the next best thing for the world.

 

Unfortunately, there were biases in the setup and operation of many of these agreements - hooks, catches and caveats. And many illiberal economies just ignored them - a growing trend.

 

And as a timely reminder that soliciting is not the exclusive preserve of the transnational corporations, here are examples of foreign governments co-opted in the battles for influence that surge around the world.

 

So if you are in any way responsible for influencing stakeholders, impacting project or deal outcomes, just be very clear when you do your situational analysis, exactly who the entities are, that you are up against.

 

Sometimes the guise of being non-partisan is the perfect mask or shield to create more powerful influence than being overt.

 

The best negotiators take NOTHING for granted.

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A New Hat for Negotiators

A New Hat for Negotiators | Negotiation, Influence & Engagement | Scoop.it
If you want to become a better deal-maker, start by examining who you are at the table.
Jeremy Pollard's insight:

Ignore the hats!  A distraction from the real story here, which is a reinforcement of the desired outcome (not the tactics along the way).

 

If you intend and desire a longer term relationship - e.g. industry participant Vs one off sale - then your approach should support that perspective.

 

eg don't wear the wrong psychological 'hat' at the wrong time in the wrong way if it diminishes your desired outcome. 

 

It feels like it's about time some real negotiators posted or blogged on slighter deeper issues, topics and examples than this.

 

Where would I find such people....?

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So much for Democracy

So much for Democracy | Negotiation, Influence & Engagement | Scoop.it
In news that isn't really new and so doesn't get covered much, it is still the case that policy-making in the U.S. is heavily biased towards the wealthy. Most of us probably didn't need extensive d...
Jeremy Pollard's insight:
Here's a real challenge for the 'negotiation & influence' N&I community. How would an experienced N&I practitioner handle the assignment of making democracy democratic? eg helping the overlooked masses secure better outcomes in their interests? Or are too many of us in that wealthy elite that doesn't care about the masses any more? Responses ?
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Why The Layoffs At Microsoft Are Bad News For Salesforce.com

Why The Layoffs At Microsoft Are Bad News For Salesforce.com | Negotiation, Influence & Engagement | Scoop.it
A now-neutralized Salesforce.com will find itself up against an awakened giant.
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Jeremy Pollard's curator insight, July 24, 2014 8:18 AM

At last, a chess player running Microsoft. Nadella is obviously someone who likes to keep his friends close, and his enemies closer.

 

There are some untested assumptions in this article, but if Gene Marks is correct, Microsoft's recent manoeuvres are part of a very clever longer term play to re-insert themselves into the application heart of every business on the planet.

 

Bill Gates once said to me his goals were modest, that he 'just wanted a dollar from everyone on the planet" - and I now suspect his legacy lives on with the playing field a level up from operating systems and office apps.

 

Own the #customermachines that connect & bind - and you own the account - again.  Nice move Nadella.  

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Full Text: China Adheres to the Position of Settling Through Negotiation the Relevant Disputes Between China and the Philippines in the South China Sea - Xinhua | English.news.cn

The State Council Information Office of the People's Republic of China on Wednesday published a white paper titled
Jeremy Pollard's insight:

So what negotiating tactics is China deploying in this matter?

Apart from the forceful reiteration of claims, alleging them as 'facts' what other techniques to distract and divert attention from what the rest of the world sees as reality can you spot?

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This simple negotiation tactic brought 195 countries to consensus

This simple negotiation tactic brought 195 countries to consensus | Negotiation, Influence & Engagement | Scoop.it
Negotiations are difficult by nature. Managing negotiations between 195 countries in order to arrive at a legally binding agreement, on the other hand, is nearly impossible.
Jeremy Pollard's insight:
Finding common ground with other parties is usually the fastest way forward in a negotiation.Having to face the other parties helps break the risk of de-humanising others.Feeling safe that your boundaries can be shared makes us more inclined to hear the boundaries of others.Combined this technique ticks a lot of boxes for effective negotiation...
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10 Tips for Leadership When You're Not the Boss | Inc.com

10 Tips for Leadership When You're Not the Boss | Inc.com | Negotiation, Influence & Engagement | Scoop.it
You don't have to wait until you're the boss to act like a leader.
Jeremy Pollard's insight:

Quit complaining - become a leader anyway.


I've felt frustrated many times when younger, or in new roles, about not being heard.


I felt I had valuable ideas to help the organisation - but was often cranky at lacking the chance to sell my ideas.


Best tip ever - dress for success. Act the role you want - don't wait to be asked or invited. The tips here are classic reminders of the basic plan to pre-position.  It's almost pure Dale Carnegie.


Try - and hold on it so those around have time to take in what's happening, the new you you've become.  

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Crying really does get you what you want, study finds

Crying really does get you what you want, study finds | Negotiation, Influence & Engagement | Scoop.it
Kids cry all the time when they don’t get what they want, but it looks like the same strategy could work for anybody trying to get the upper hand in a negotiation - provided they’re willing to sacrifice a little bit of dignity in order to achieve...
Jeremy Pollard's insight:

Dignity ? Over rated.

Getting the result you want from a negotiation? Brilliant

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Rio Tinto’s CFO Chris Lynch Speaks Out on Procurement – 2 Reasons Companies Spend Money

Rio Tinto’s CFO Chris Lynch Speaks Out on Procurement – 2 Reasons Companies Spend Money | Negotiation, Influence & Engagement | Scoop.it

Many ideas within a company are crushed because of “politics and risk management,” - what does this suggest for suppliers to that company?

Jeremy Pollard's insight:

Many ideas within a company are crushed because of “politics and risk management,” - what does this suggest for suppliers to that company?

 

In this series of articles read by procurement professionals, there are clues for the potential partnerships and alignments of interest between procurement and the the suppliers they work with.

 

The common ground that exists between an organisations leadership, including their CFO (and their procurement executives) and their partners/suppliers is simple.

 

Change is hard. Many (most?) organisations experience what Chris Lynch describes - the challenges of getting up a successful 'case-for-change'.

 

In working for both buyers and sellers, I've found the best deals, the fastest deals are where both parties understand and agree on both the obvious or stated/public issues, but more importantly the less obvious, usually unstated issues around politics & risk.

 

e.g. "Two heads are better than one" - but you have to trust the other party before you will share the more sensitive, often relatively confidential 'under-the-iceberg' political or risky aspects of decisions.

 

Building relationships that engender that level of trust takes time, and commitment. And it has nothing to do with a supplier having a better solution, or price.

 

Of more value, is a partner/supplier track record of co-creating viable 'case-for-change' projects with solid benefits realisation for industry peers.


As Chris's comments unfold, consider how much, or how little you know of your customers politics and risk assessments for changing the status-quo - and what you have done, or offered to help with these...

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From 'axe the tax' to 'climate consensus': how Abbott reshaped our climate story | Alex Frankel

From 'axe the tax' to 'climate consensus': how Abbott reshaped our climate story | Alex Frankel | Negotiation, Influence & Engagement | Scoop.it
After years running focus groups I’ve learned one thing: technical terms like ‘carbon’ and ‘emissions’ can never win against a simple story about tax
Jeremy Pollard's insight:

I love my job - helping people and B2B companies who do good work, win more work. And working with the perceptions of their customers to do so.

 

But is saddens me to see the techniques of communication and influence used in the ways described in this article by Alex Frankel.

 

Deflecting, hiding and misdirecting are influential, so the intent behind the use of these techniques requires diligence to be aware of and see behind what's being manipulated.

 

Consumer advertising is almost cheerfully, openly manipulative.

 

B2B where I work we stress openness and transparency...

 

Politics seems to pretend to be honest while being the most manipulative of all. Dirty work - for someone else not me.

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New Study Reveals Costs Of Bad Supplier Relationships

New Study Reveals Costs Of Bad Supplier Relationships | Negotiation, Influence & Engagement | Scoop.it
For years I've had an ongoing debate with colleagues and clients: is business a zero-sum game, or not? Some argue that you have to "win" every negotiation, including those with your suppliers. If you don't, they say, your costs will be too high and your offerings will not be competitive. I [...]
Jeremy Pollard's insight:

For over 40 years my fathers mantra was 'people buy from people' - not companies. Not just tender eval spreadsheets.

 

Good business, long term business, is built on relationships and trust.

 

No surprises there. But the rise and rise of procurement has gotten lost sometimes in using the threat of withdrawal of spend as a stick for better prices.

 

What this study confirms is that your actually get better prices by finding and agreeing on common ground than old-school 'zero-sum-game' negotiation.

 

Good news for common sense...

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Why rational arguments fail (and what you should be doing instead)

Why rational arguments fail (and what you should be doing instead) | Negotiation, Influence & Engagement | Scoop.it
“Data-driven decisions” - are we fooling ourselves into thinking that’s how decisions are actually made?
Jeremy Pollard's insight:
If you do not understand the other party emotional issues, needs and drivers, you might be negotiating - but rarely influencing. Finding common ground to move an engagement forward required more preparation and planning that most realise. So the necessary prep rarely happens, And without the time to really understand the unstated, undisclosed issues and needs - especially emotional - your ability to influence outcomes in your preferred direction is minimized. Yes, you may know or have the facts but in isolation facts are meaningless
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How Diversity Makes Us Smarter

How Diversity Makes Us Smarter | Negotiation, Influence & Engagement | Scoop.it
Being around people who are different from us makes us more creative, more diligent and harder-working
Jeremy Pollard's insight:

What's the topic I'm talking about? It's harder to do, but better in the end!   Exercise? - Sort of - it's DIVERSITY. 

 

A broader range of experiences, attitudes, viewpoints, even biases - helps thinking, creativity, and innovation according to this article and the research behind it.

 

That sounds challenging, but ultimately useful, if your company or team have creative or innovative brief. Product development, application development, engineering, marketing, sales etc etc

 

So what also springs to mind at an even broader level - an everyday activity that is found as well at the highest levels of complexity and risk where people interact?  Yes, influence and persuasion.

 

30+ years of research and practitioner experience have highlighted some key principles for effectively working together with stakeholders and other parties. Here's three that are dramatically strengthened by diversity.

 

Firstly, really, I mean really, understanding what all the stakeholders (yours, and the other parties) needs are.

 

Second, the brainstorming of options and alternatives.

 

Third - the ability to plan for and consciously adopt the most appropriate behavioural style and interactions.

 

Difficulties or sub-optimal strategy or execution on these three (let alone the many others to get right) can sabotage or lessen the likelihood of you maximising outcomes and minimising risk.

 

Team diversity, in planning, pre-meetings, strategy, and the later formal stages of negotiation, can pay big dividends - especially if you map somewhat to the other parties in doing so.

 

It can be harder, at first, but like exercise, it's worth it in the long run.

 

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How amateur peacemaker Stephen Davis rescued kidnapped girls from Boko Haram

How amateur peacemaker Stephen Davis rescued kidnapped girls from Boko Haram | Negotiation, Influence & Engagement | Scoop.it

"You've got to find common ground, you simply have to," he said.

Read more: http://j.mp/1lBefte This is what happened when a man from Perth decided to rescue a group of schoolgirls kidnapped by Boko Haram terrorists in Nigeria.

Jeremy Pollard's insight:

"You've got to find common ground, you simply have to," - a classic ENS International foundation concept.


Dr Davis also highlights the need to deeply, truly understand the wider circle of stakeholder and their needs.


He accused "members of Nigeria's political opposition of sponsoring the more extreme elements of the group in order to weaken the ruling party."  which is a powerful example of motivators that can exist un-noticed by the less expereinced.



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Know Thy Audience

Know Thy Audience | Negotiation, Influence & Engagement | Scoop.it
Nick Morgan, author of Power Cues, introduces a timeless lesson about crafting clear messages from Supercommunicator, by Frank J. Pietrucha.
Jeremy Pollard's insight:

Helping the Expert communicate is a challenge. In Proposals. Interviews. Testimony. And Negotiations.

 

In a commercial for two fine looking books the key message here by Nick Morgan is a timely reminder of a foundation idea for ENS International customers and practitioners -  'Find The Common Ground' !!!

 

Focussing on the differences rarely achieves much except in the expansionarystages of a negotiation or creative process.

 

But for a mixture of stakeholders to come together, and act in concert - they will most often do so around areas, topics, interests, beliefs and outcomes they have in common.

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Negotiation Strategy: Six Common Pitfalls to Avoid | Stanford Knowledgebase

STANFORD GRADUATE SCHOOL OF BUSINESS—Whether you're negotiating for your firm or for your position in it, you'll do better if you avoid some common
Jeremy Pollard's insight:

Another handy checklist for beginners, or a reminder for the more experienced.

 

In the ENS International frameworks these 7x align to:

1. outcomes are established early. Think X-Y time

2. don't lose the negotiation with yourself, even before you start

3. research the history of the other party - what's their context?

4. Meet Early Meet Often - differences can be identified and adapted around with early insights

5. Perspective & boundaries. You can acknowledge but don't have to agree with the attempts at framing by others - but that reflective questioning can be the best setup to then do your own reframing.

6. Needs. Deep insights into the need of both parties can include understanding of unstated needs such as feeling good about themselves or in front of peers/management around the negotiation

7. Time. Consider the trade-off of short-term ego gratification Vs the reputational risk. What's your perspective - transactional or strategic? 

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