Negotiation and influencing skills November 2013

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Half day open training event held in Toronto, Ontario.

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Negotiation and influencing skills November 2013

  1. 1. Negotiation and influencing skills by Toronto Training and HR November 2013
  2. 2. CONTENTS 5-6 7-8 9-12 13-14 15-16 17-18 19-20 21-23 24-26 27-28 29-30 31-32 33-34 35-36 37-46 47-48 49-50 Definitions Influencing elements Styles of influencing Influencing models Sources of leadership influence Traits shared by influential people Preparing to negotiate A negotiation campaign Personalities in negotiation Negotiating wisdom Signals Push or pull Difficult people Working towards an agreement Third party intervention Drill Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. Definitions • Negotiation • Influencing • Manipulation Page 6
  7. 7. Influencing elements Page 7
  8. 8. Influencing elements • Clarity • Competence • Relationships Page 8
  9. 9. Styles of influencing Page 9
  10. 10. Styles of influencing 1 of 3 • • • • Page 10 Involving Inquiring Leading Proposing
  11. 11. Styles of influencing 2 of 3 • • • • • Page 11 Rationalizing Asserting Negotiating Inspiring Bridging
  12. 12. Styles of influencing 3 of 3 • • • • • Page 12 Tell Sell Negotiate Problem solve Coach/facilitate
  13. 13. Influencing models Page 13
  14. 14. Influencing models • Tough battler • Friendly helper • Logical thinker Page 14
  15. 15. Sources of leadership influence Page 15
  16. 16. Sources of leadership influence • • • • • • Personal motivation Personal ability Social motivation Social ability Structural motivation Structural ability Page 16
  17. 17. Traits shared by influential people Page 17
  18. 18. Traits shared by influential people • Knowing what you want and believing you can get it • Credibility • Trustworthiness • Empathy • Inspirational • Open-mindedness • Communication capability Page 18
  19. 19. Preparing to negotiate Page 19
  20. 20. Preparing to negotiate • • • • • • Define outcome Background Specify objectives Assess the power Decide strategy Plan arguments Page 20
  21. 21. A negotiation campaign Page 21
  22. 22. A negotiation campaign 1 of 2 • Choose the right parties and group them into fronts • Assess interdependencies among fronts • Determine whether and when to combine fronts • Sequence your campaign • Identify how much information to share and when • Learn and adapt Page 22
  23. 23. A negotiation campaign 2 of 2 EXAMPLES • Negotiating an industry technology standard • Negotiating strategic change • Negotiating country acceptance of a new drug Page 23
  24. 24. Personalities in negotiation Page 24
  25. 25. Personalities in negotiation 1 of 2 Analytical Driver Amiable Expressive Page 25
  26. 26. Personalities in negotiation 2 of 2 • • • • • Characteristics We can be seen as… Dress code The environment we create Dealing with the different personalities Page 26
  27. 27. Negotiating wisdom Page 27
  28. 28. Negotiating wisdom • Be aware of the difference between positions and interests • Be creative • Be fair • Be prepared to commit • Be an active listener • Be conscious of the importance of the relationship • Be prepared Page 28
  29. 29. Signals Page 29
  30. 30. Signals • Definition • The hidden language of signals • Sample signals Page 30
  31. 31. Push or pull Page 31
  32. 32. Push or pull • Kung Fu • Ju-Jitsu Page 32
  33. 33. Difficult people Page 33
  34. 34. Difficult people • Go quiet on you • Make demands • Are over-friendly and complimentary • Unpredictable, changing the subject or mood • Impatient and want a quick decision Page 34
  35. 35. Working towards an agreement Page 35
  36. 36. Working towards an agreement Their levers Difficult issues Lubricators Our levers Page 36
  37. 37. Third party intervention Page 37
  38. 38. Third party intervention 1 of 9 • • • • • Advantages Disadvantages Conditions where it may help When is it appropriate? Types of third party intervention Page 38
  39. 39. Third party intervention 2 of 9 Page 39
  40. 40. Third party intervention 3 of 9 FORMAL INTERVENTIONS • Arbitration • Mediation • Process consultation Page 40
  41. 41. Third party intervention 4 of 9 INFORMAL INTERVENTIONS • Inquisitorial intervention • Adversarial intervention • Providing impetus Page 41
  42. 42. Third party intervention 5 of 9 Page 42
  43. 43. Third party intervention 6 of 9 DIMENSIONS THAT ACCOUNT FOR THE FORM OF INTERVENTION • Amount of attention manager gives to the issue statements rather than underlying problems • Degree of voluntary acceptance of solutions • Third party versus disputant control over outcomes • The third party’s personal approach to conflict • Whether the dispute is handled publicly or privately Page 43
  44. 44. Third party intervention 7 of 9 TIMING OF THE INTERVENTION • Prevention of conflict • Resolving conflict • Containing conflict Page 44
  45. 45. Third party intervention 8 of 9 ALTERNATIVE DISPUTE RESOLUTION SYSTEMS • Preventative • Negotiated • Facilitated • Fact-finding • Advisory • Imposed Page 45
  46. 46. Third party intervention 9 of 9 Page 46
  47. 47. Drill Page 47
  48. 48. Drill Page 48
  49. 49. Conclusion and questions Page 49
  50. 50. Conclusion and questions Summary Videos Questions Page 50

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