Salary Negotiation - FUDOUT - combatting Fear, Uncertainty and Doubt via Options, Understanding and Trust... and by VP Leveraging--using Value to leverage company challenges (Pain).

1. F U D O U T
Opportunities, Understanding & Trust
Tools to Negotiate away
Fear, Uncertainty & Doubt

2. FUDOUT Outline
• INTRO
• APPLICATION
• SUMMARY
• PROCESS
• LEVERAGE
• Pain & Value
• DIALOGUE

5. QUIZ
• FUD
• Parable of the Orange
• BATNA
• Sussing
• Whoever speaks first _____ / Make First Offer
• Silence is an (effective) Negotiating Tool [TF]
• Have a shot of espresso a bit before you start

7. In your
negotiation
… keep
something
in your back
pocket.

8. FUDOUT
• FEAR OPPORTUNITIES
• UNCERTAINTY UNDERSTANDING
• DOUBT TRUST

9. nEGOtiate
• Negotiating is a process, NOT an act.
• There are Actions and Reactions, Inaction and
Non-reaction.
• It is a dance, a game, an art, a craft. There are
different types of dances, and moves and
steps within each style. There are different
kinds of games that can be played with house
rules and strategies galore.

10. POV ROT
• There are, however, underlying principles,
common to all the differing dances and
games.
• There are POVs and ROTs.
• Points of View
• Rules of Thumb

11. Frames & Containers
Principles
ROT
POV
Practices

12. Lever & Fulcrum
• All of you have been negotiating since birth.
• The push and pull of social physics, leveraging
(negotiating) your way through your world to
get what you want. All of you have been
round a block or two. Some, perhaps, have
even interviewed, negotiated with, and hired
others.

13. Leverage

15. Spiral Square

17. archimediate

18. archimediate

19. PV Factor
PAI
N

20. Leverage Physics

21. FEAR – UNCERTAINTY – DOUBT

22. FUDOUT

23. In-Tension & Be-HavYours
• “We judge ourselves by what we feel capable
of doing
• While others judge us by what we have
already done.”
• Longfellow

24. INtentions BEhaviors

26. The FORCE – your iValue List
• HEAD
• HEART
• FEET

27. Real Motivation, Kanter
• OPI — Opportunity for Positive Impact
• "the three Ms"
– mastery
– membership
– meaning

28. 3 Motivational Psych States
• Three psychological states that can increase
the optimism, confidence, and proactive
behavior that people associate with leaders:
– promotion focus (defined as a focus on goals and
positive outcomes)
– happiness
– a feeling of power

29. Meaningful Work Experiences Sources
Purpose
• 1. Contributions beyond
yourself.
Self-Realization
• 2. Learning
• 3. Accomplishment
Prestige
• 4. Status
• 5. Power
Social
• 6. Belonging to a
community
• 7. Agency
• 8. Autonomy

30. 39 Things
§ Base salary
§ Accelerated First Salary Review
§ Annual physical
§ Bonus/commission
§ Bridge loans
§ Business travel
§ Closing costs
§ Club memberships
§ Company car
§ Day Care
§ Deferred compensation
§ Dental/Optical Insurance
§ Disability insurance
§ Equipment (car phone, laptop)
§ Financial planning
§ Flex Time
§ Gross-Up for non-tax
deductibles
§ Home visits
§ House-hunting trips/home
purchase
§ Housing differential
§ Legal assistance
§ Life insurance
§ Lodging/Temporary Housing
§ Medical/Health insurance
§ Miscellaneous expenses
§ Office Space/Location
§ Paid Sick Leave
§ Parking
§ Pension
§ Professional association dues

31. 39 Things
§ Profit
sharing/401K*/Superannuation
§ Public Transportation
§ Relocation benefits
§ Relocation expenses
§ Savings plans
§ Signing Bonus
§ Stock options
§ Tax assistance
§ Training/Continuing Education
§ Vacation/Personal Days
§ Work at Home
§ 3rd Party Purchase former
residence

32. Nano-Second Judgments
• People make inferences about one another’s
motives based on first impressions, which occur
extremely quickly. We only need 100 milliseconds
to form judgments of others on all sorts of
dimensions, including likeability, trustworthiness,
competence, and aggressiveness.
• To Negotiate Effectively, First Shake Hands
• by Francesca Gino
• http://blogs.hbr.org/2014/06/to-negotiate-effectively-first-shake-hands/

33. Handshakes
• Even more interesting, our first impressions of
others are generally accurate and reliable. For
instance, first impressions about a person’s
competence have been shown to be good
predictors of important outcomes such as who
will win a political election.
• Handshakes can create a positive first
impression by conveying a sociable personality

34. Ask Anything, Demand Nothing
• The job description (or at
least some of its details,
including job title)
• Start date
• Vacations
• Decision-making
authority
• Budget, resources and
support
• Reporting relationships
• Relocation expenses
• Insurance & pension
benefits
• Employment contracts
• Professional
memberships (and time
to participate in them)
• Stock options
• Bonus (including a
starting or sign-on bonus)

35. Negotiate Total Compensation Package
• List of suggested non-cash compensation
items you should consider when negotiating
your final compensation package.
• After obvious financial benefits (commission,
bonus, stock, profit sharing, pension, 401K),
• numerous non-cash possibilities that can
provide significant financial advantages for
you.

36. Total Compensation Package
• Do not attempt to run through this entire list
with a prospective employer.
• Read the benefit brochures and other
company materials first. Then ask questions to
get the information you need on the different
programs.
• Afterwards, prioritize and concentrate on
negotiating those that are most important to
you.

37. Multiple FUDs & OUTs
Co.
• Execs
• VPs
HR
• Dir
• Recr
Mngr
• Team
• X
Me MySelf I
F
U
D
O
U
T
F O
U U
D T
F O
U U
D T
F O
U U
D T

38. Social Physics - LLFLF

39. Negotiating Physics - VPPPP
Value
Pain
Pivot
Position
Push/Pull

40. FUDOUT Leverage Chart
• VALUE • Lever
• PAIN • Load
• PIVOT • Fulcrum
• POSITION • Land
• PUSH/PULL • Force
• F U D • O U T
• F U D • O U T
• F U D • O U T
• F U D • O U T
• F U D • O U T

41. Tactics / Techniques
• Stay rationally focused on the issue being
negotiated.
• Exhaustive preparation > aggressive argument.
• Think through your alternatives. The more
options you feel you have, the better your
negotiating position.
• Spend < time talking & > time listening and asking
good questions. ~ Silence is your best response.
• Let the other side make the first offer. If you're
underestimating yourself, you might make a
needlessly weak opening move.

42. Tactics / Techniques
Consider play-acting:
• Always seem put off at your rival's offer;
• Play up the importance of factors you don't
care about so it'll seem like a bigger deal when
you concede on them;
• Seem more befuddled than you are so your
opponent will underestimate you.

43. Negotiating Techniques
• Above all, if you're serious about becoming a
better negotiator, don't believe that there's a
quick-fix solution (like some list).
• Changing your mindset and behavior should
be the real goal, and that's a major
undertaking.
• ~800 hours

44. Negotiating Approaches
Traditional Two:
• ‘win-win’ method in Getting to Yes…; and
• hard-bargaining style of Cohen’s You Can
Negotiate Anything
Wheeler in The Art of Negotiation:
• a Process of Exploration that demands
ongoing learning, adapting, and influencing
…a competition

45. JohnMG: RELATIONSHIP Expansion
Relationship Continuation Process
• Generate Options, Gain Understanding,
further develop Trust
At same time a Leveraging Process:
• Identify, Tell & Sell Value
• Uncover & Highlight Pain
• Apply Social Physics & Psychology leveraging
tactics