Influencing & Negotiating skills Building positive relationships Personal effectiveness Welcome.

•Influencing & Negotiating skills•Building positive relationships•Personal effectiveness

Welcome

Influencing Styles•Understanding your style

•Adapting to others

•What are your strongest styles?•Where/when/why do they work for you?

•Which styles would you benefit from developing?•When would the different style work for you?•How might you develop it?

Influencing Styles

Successful Negotiating

“you don’t get in life

what you deserve,

you get what you negotiate!”

Gary Karrass

•Influencing & Negotiating skills•Building positive relationships•Personal effectiveness

Welcome back

TIME

CHAN

GE/

LEAR

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Mind-Set Zones

Boredom Zone V -

Comfort Zone V =

Stretch Zone V +Panic Zone V +/-

Natural Resting Point

for Your Confidence

CConfidence

What do all these people havein common?

What do these people have in common?

HIGH ENERGYCALMNESS

RELAXED MUSCLESFREEDOOM FROM FEAR

SELF CONFIDENCEEFORTLESS ACTION

AUTOMATIC ACTIONALERTNESSCONTROL

FOCUSGREAT RESULTS

…when it matters, whilst under massive stress, at the flick of a switch!

Able to create…

Feel Great Feel Bad

High Energy Needed (Accelerator)

Not Much Energy Needed (Brake)

CConfidence – The Zone!

PEAK ZONE

CHILL ZONE

ANGRY ZONE

LETHARGY ZONE

2 Concerns…

Getting Results

Building Relationships

3 Negotiation Approaches…

• Tactical

• Principled

• Process

Tactical…

Tactical…• What if..• Linking• Choice• Repetition• Silence• Sharp intake• Third Party• Official authority• Loss leader• Time

• Good guy/bad guy• Time out• Deadlines• Challenge• Off the record• Openness• Budget• Lunch• Onus Transfer• Different price – different

package

Principled…

• People – separate the people from the

problem

• Interests – focus on interests not positions

• Options – generate a variety of possibilities

• Criteria – result based on objective standard

• Negotiators are people first• Not abstract opponents, but people with feelings

• Separate the relationship from the substance• Don’t entangle the relationship with the problem• Acknowledge the relationship is separate• Focus on the issue at hand

• Perception• Put yourself in the shoes other person/team• Don’t deduce their intentions from your fears• Don’t blame them for your problem• Discuss each others perception

Separate the people from the problem

• Emotion• Recognise and understand your emotions, and theirs• Make emotions explicit and acknowledge as

legitimate

• Communication• Listen actively and comprehend what is said• Speak to be understood• Speak for a purpose

Separate the people from the problem

Focus on Interests not Positions…

Focus on Interests not Positions• How do you identify interests?

• Ask why a particular position is taken• Ask why not a particular position is

unacceptable• Make a list of interests – yours and theirs• Build an outcome matrix• Put it on the table or the wall

Options - Generate a variety of possibilities

• Explore the whole picture• Look at all the choices, consider

timing, shared risk• I.D.Q.B

Impact of doingHighLow

Easy

Hard

Ease of Doing

Ease Impact Grid

1

2

3

45

6

7

8

9

10

11

12 1413In this case 4,5,6, would be the actions to do first

Impact of doingHighLow

Easy

Hard

Ease of Doing

Ease Impact GridYour list…1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

• What evidence/data do you have?• What are other organisations doing/charging/funding? • How is this approached in other authorities? • What do case studies tell us?• What are the consequences of doing or not doing?

Criteria – results based on objective standards

Status

Certainty

Autonomy

Relatedness

Fairness

Away from

threat response

Toward reward response

The SCARF ModelDavid Rock

StatusWhere you feel you are in the pecking order

CertaintyYour perception of how well you can predict the future

AutonomyFeeling of having choices, being able to make choices

RelatednessFeeling safe with other people – trust v mistrust

FairnessFeeling of fair connections, fair exchanges

SCARFThe key social domains that are rewarding or threatening

TIME

CHAN

GE/

LEAR

NIN

G

Mind-Set Zones

Boredom Zone V -

Comfort Zone V =

Stretch Zone V +Panic Zone V +/-

Natural Resting Point

for Your Confidence

CConfidence

Thank you