Negotiation for women

2. Overview
Negotiating with Women
Negotiating with Men
Women Backlash Strategies
Gender Differences in Negotiation
Impression Management
Gender Leadership

3. GENDER DIFFERENCES IN
NEGOTIATION

4. COMMANDER IN CHIEF CAST

5. GENDER LEADERSHIP

6. MANAGING
HOW PEOPLE
EXPERIENCE
YOU
LANGUAGE
TONE
FRAMING
The ability to control, monitor and manage the impression
your making when you ask for what you want.
IMPRESSION MANAGEMENT

7. HARD ON
THE
ISSUE
SOFT ON
THE
PERSON
POWERFUL
FEMALE
LEADER &
NEGOTIATOR

8. If you challenge a man head on, you are placing him in a
situation he feels he is forced to win.
• Identifying People You Both Know, Common Interests, Awards In The Field
• Identify Your Status In the Corporate Community and an Individual Worthy to
Participate in the negotiation.
If a man is threatened by what he perceives is a strong woman,
the power issues will over shadow the negotiation issues.
NEGOTIATING WITH MEN
2. LEVERAGE YOUR FEMININITY; DO NOT BE
AGGRESSIVE
1. ESTABLISH YOUR CREDENTIALS EARLY IN THE
NEGOTIATION
3. MAKE THEM FEEL YOU ARE KNOWLEDGEABLE
OPPONENT

10. These are tools that women can use to
minimize the likelihood of backlash in
negotiation
For
Another
Appeal External
Standards of
Fairness
Inclusive
Language
Use “We” And
“Us” Instead Of
“I”
Advocate On
Behalf Of Others
(Protégé Or
Client)
WOMEN ONLY
BACKLASH TOOLS
Evidence of
Warmth &
Communality
Fairness
Any
Opportunity
Prior to
Negotiation

11. NEGOTIATING WITH WOMEN

12. COMPLIMENT REQUEST COMPLIMENT
Show Appreciation Request Describe Direct
Benefits

13. 5 NEGOTIATING
STYLESCOMPETITIVE
• Often assertive and unwilling to cooperate.
• They place their needs above the needs of
others
• They try to manipulate the situation in
their favor.
• They are usually more concerned with
winning the fight than finding the best
solution
AVOIDANCE
• They have no desire to be involved in the
negotiation (could be for multitude of reasons)
and will try to sidestep the situation, postpone
dealing with it, or propose that the issue be
ignored.
• Typically ambivalent to their own wants and
desires as well as the wants and desires of
others.
ACCOMMODATE
• They tend to be passive as they seek
cooperation.
• They often neglect their needs and want to
make sure others get their way.
• Tend to be submissive and afraid of conflict.
COLLABORATE
• They are both assertive and cooperative.
• They seek a solution that satisfies all concerns
while taking a leadership role in the solution.
• Collaborating involves creative solutions that
embody the wants and needs of all involved.
COMPROMISE
• Those who compromise try to find a quick
solution that benefits everyone involved.
• Compromising means both sides will give up part
of their wants and desires in order to find
common ground.

14. •
STICK TO YOUR PRINCIPLES. Gain their respect. Competitors
Respect strength. Not necessarily do it in an adversarial
way, although this might be needed at times.
FRANKLY EMPHASIZE YOUR LEVERAGE. Competitors will
not be offended by direct language about your leverage.
Emphasize it. Lower your voice, look them in the eye, and just
lay out the facts.
ASK, LISTEN & SHUT UP. Competitors love to talk and
try to persuade. Let them. The more they try to persuade
you, the more negotiation power you’re getting.
HOW TO NEGOTIATE WITH
COMPETITIVE STYLE

15. Description of the contents
 Description of the business
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• Get commitments in writing (such as an email) –
accommodators may easily not comply with a
verbal commitment.
• Resist the urge to share too much information
too early.
• Be sensitive to the importance accommodators
place on relationship.
NEGOTIATING WITH
ACCOMMODATOR STYLE

16. NEGOTIATING WITH
COLLABORATING
• Search for needs and wants
• Look for underlying issues
• Use Objective Criteria
• Find Variety of Options
• Create New Value
COMPROMISING
• Use creation of “new value” to
raise the negotiation outcomes to a
new standard.

17. Description of the contents
 Description of the business
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1. Focus on Most Important Items First
2. Probe for their Interests
• Find out what they need and want.
• They will try to hide these if they believe
discussing them will lead to conflict.
• Your likelihood of success will increase
the more you find out what they truly
want and need.

18. Your Power Is In Your Ability
to Flex Negotiation Styles

19. •Children
•Married
•Same work
position

20. “I win, you lose” attitude.
When it’s best to use: when you must have what you want
Competitive Style Questions Yes No
Is your interest in the outcome more important than
the ongoing or future relationship with the other party?
Is this a one-time negotiation?
“I’ll let you win in in exchange for some other benefit I hope to gain now or
later” or “I will let you win because I don’t want to deal with potential
conflict.”
When it’s best to use: when you have done wrong and want to settle quickly
Accommodation Style Questions Yes No
Are you willing to lose in order to gain something more
important?
Is preserving or enhancing the relationship very
important?

21. •Children
•Married
•Same work
position
“I don’t care who wins, I just want to get this over with quickly.”
When it’s best to use: when expedience matters most
Compromise Strategy Question Yes No
Are you seeking a quick and easy end to the negotiation?
Collaboration strategy is “We can both win by making the pie bigger.”
When it’s best to use: when you want to create a bigger pie
Collaboration Strategy Questions Yes No
Is the outcome just as important as the relationship?
Do you have the time required to find creative solutions
that meet both parties’ needs?

22. •Children
•Married
•Same work
position
“I don’t really want to negotiate at all.”
When it’s best to use: when you are not yet ready to negotiate or
don’t care to negotiate
Avoidance Strategy Questions Yes No
Do you need more time to prepare for the negotiation?
Can your needs be met without negotiating?
Are the ends not worth the effort of a full-blown
negotiation?