The AdvanceHer Program in Association with the Negotiation Lab brings to you a new cutting edge program designed to give females a safe practicing environment to perfect their negotiation skills.

1. www.GGCSynergy.com

2. About and Mission
AdvanceHer is a program that is offered through
GGC Synergy, LLC.
The Mission of AdvanceHer is to bring cutting edge
career advancement tools and programs to
professional females in the Energy Industry.
The tools and programs of AdvanceHer have been
strategically selected by the President & Founder,
Elizabeth Cambre and other technical females in the
Energy Industry.
AdvanceHer is currently working to bring all
AdvanceHer course certificates on the Ethereum
blockchain with the intentions of providing females
with a publicly verifiable record of their skillsets.
www.GGCSynergy.com

3. About the Founders
of GGC Synergy, LLC
Elizabeth CAMBRE is the President and Founder of GGC Synergy,
LLC based in Houston, Texas. Her mission in founding the company
was to put her ideas of synergies involving technology, blockchain
and female advancement to work. She is a champion for female
career advancement, and recently pioneered a special edition of the
Hydraulic Fracturing Journal that featured all primary female
authors. Her mission is to bring strategic tools and programs to
females that will help them in their career advancement.
Previously, Elizabeth was the Global Product Line Manager for
Production Enhancement at Baker Hughes, GE. She led the
introduction of new technology for fracturing and acidizing with
diverse global teams in locations such as Saudi Arabia, UAE, Kuwait,
Oman, China, Indonesia, Brazil, UK, India, New Zealand and USA.
Prior to working for Baker Hughes, GE, Elizabeth worked for
Schlumberger as a Hydraulic Fracturing engineer in remote locations
including Oman, offshore Qatar, and offshore UAE. She holds
degrees in Chemical Engineering, Math, Economics, International
Affairs and Chinese. She studied Chinese at the East Normal Chinese
University in Shanghai, China.
www.GGCSynergy.com

4. About the Founders
of GGC Synergy, LLC
Nawfel BENRAHMOUNE (NB) is currently VP and Co-
Founder of GGC Synergy, LLC based in Houston serving E&P
and service companies worldwide delivering consulting
services, cutting edge product solutions, advanced training
across the energy sector.
Previously, Nawfel was the Director Integrated Project O&G
Upstream for ADH INTERNATIONAL ENERGY based in
Houston, TX, his role focused on developing and delivering
integrated solutions for O&G well life cycle.
He started his career with the major service company:
Weatherford and held some critical roles at
Schlumberger before joining Baker Hughes as Global
Engineer Advisor based in Houston, TX. He has international
exposure served major E&P companies. He is fluent is 3
languages and is a PMP® certified and working towards his
PE license.
www.GGCSynergy.com

5. Negotiation
Strategies
for Women
www.GGCSynergy.com
Program

6. The Negotiation Lab teaches the Harvard
method of “Principled Negotiation” using
simulations and other teaching materials
bought under license from Harvard Law
School.
The Negotiation Lab was founded by Samuel
Passow, who earned his Master’s Degree in
Public Administration from the Harvard
Kennedy School of Government and was a
member of staff at the university’s Center for
Business and Government were he specialized
in writing and teaching case studies on
international mediation and negotiation.

7. Why
Negotiations
Strategies for
Women?
The #MeToo movement has created an unparalleled
awareness among women in the United States for the
need to develop skills to help them cope with gender
discrimination and harassment issues in the workplace
Promoting negotiations skills for women helps
organizations achieve gender diversity at all levels of
business, particularly senior levels, which is considered
a critical requirement for strong organizational
performance, but one that is often disregarded.
Organizations that achieve gender diversity at
management levels enjoy increased innovation,
creativity and improved decision-making.
www.GGCSynergy.com

8. What is
“Principled
Negotiation”
The Negotiation Lab programme teaches the
Harvard method of “Principled Negotiation” to
change the merits of the bargaining process –
transforming a discussion from a purely positional
point of view, to one that looks for mutual gains
based on interests and needs.
This way of working particularly suits women.

9. Do Women
Negotiate
Differently
than Men?
Fact: there is no evidence to suggest that women’s abilities to negotiate
successfully are any different from men’s.
Yet scientific studies show that women tend to negotiate differently depending on
whose interests they represent:
When women bargain on their own behalf, for example for an employment contract, a
pay rise or a promotion, they tend to ask for less than men or are more likely to
accept an initial offer, rather than attempt to negotiate it to be more in their favour.
Why does this happen? Many fear a personal backlash for behaving contrary to
gender stereotypes of women as accommodating and cooperative. The social cost of
contradicting these stereotypes, and violating “social norms” can be significant.
Assertive women are often viewed as being socially unskilled and unlikable. They
are often termed “intimidating,” “hostile,” “bossy,” or “selfish”. The more women
anticipate this backlash, the less inclined they are to initiate or persist in negotiations.
When women bargain on behalf of others, for example, as a team leader or as a
salesperson, they are less hesitant to be a competitive negotiator and to act as
assertively as a man would. In these situations, their behaviour complies with the
stereotype of women as caretakers who focus on other’s needs rather than their own.
Women negotiators tend to be more successful in such situations when they use the
word “we” rather than “I” because it implies that others endorse their views and that
they are embedded in a positive organisational relationship.
www.GGCSynergy.com

10. Why use a
Laboratory
Environment?
A combination of in-class learning, webinars and simulation-
based teaching gives a women an opportunity to test their
behavior in various negotiation scenarios.
It gives women a chance to try out different strategies and
tactics that they might not ordinarily use in the safe
environment without fear of repercussion.
Learning preparation techniques can make engaging in a
negotiation easier. Practicing sharing the right information
provides a focus for the negotiation and reduces the need for
strong, aggressive bargaining.
Practice builds up confidence and self-esteem. It empowers
women to achieve their goals. Studies at Harvard show that
women are 25% more likely than men to say that they didn’t
ask for a specific amount the last time they negotiated.

11. Why The
Negotiation Lab?
The Negotiation Lab uses an online video-chat platform that
allows participants to both see and text people in different
cities or countries, from either their homes or their offices.
In this picture, the woman on the top right is in Kazakhstan
negotiating with a man in Holland, top left, and being observed
by a trainer in England, bottom left.
Personalized coaching: Each 45-minute negotiation simulation
is also observed in real-time by two Negotiation Lab trainers
and is followed by a 45-minute discussion with the trainers and
your counterpart on how effective your performance was. All
four parties see each other on the same screen. This is followed
up with a detailed written evaluation.
As each person will do three Harvard simulated scenarios with
a different partner each time over a three-month period, they
will get a range of feedback from which they can learn what
strategies and tactics they used were most effective.

12. Who has
worked with
the
Negotiation
Lab?
Over the last 10 years ago, the Negotiation Lab has
taught 1,426 business executives, government officials
and post-graduate students from 135 countries in 147
workshops.
Companies: Baker Hughes GE, Halliburton,
Weatherford, Rolls-Royce Energy, IBM, EDF, Capco,
Bank of Qatar
Government: The United Nations, The World Trade
Organization, International Trade Centre in Geneva,
European Union, The British Foreign Office, The
Commonwealth Secretariat.
Universities: SOAS University of London; University,
of Amsterdam, Russian Presidential Academy of
National Economy and Public Administration, Kent
University, and Lancaster University
www.GGCSynergy.com

13. Why The
Negotiation Lab?
The Negotiation Lab uses an online video-chat platform that
allows participants to both see and text people in different
cities or countries, from either their homes or their offices.
In this picture, the woman on the top right is in Kazakhstan
negotiating with a man in Holland, top left, and being observed
by a trainer in England, bottom left.
Personalized coaching: Each 30-minute negotiation simulation
is also observed in real-time by a Negotiation Lab trainer and is
followed by a 30-minute discussion with both the trainer and
your counterpart on how effective your performance was. All
three parties see each other on the same screen.
As each person will do three Harvard simulated scenarios with
a different partner each time over a three-month period, they
will get a range of feedback from which they can learn what
strategies and tactics they used were most effective.
www.GGCSynergy.com

14. In Person
Workshop
Topics
The inherent tension in negotiations – how to manage the inherent polarity that exist in all
negotiations such as claiming versus creating value, assertiveness versus empathy and principle
versus agent.
How to map out a negotiation- learning to identify the Best Alternative to a Negotiated
Agreement, or walk- away position (BATNA) and the zone of possible agreement (ZOPA) of all
the parties in a negotiation to better define the strategies to use in the bargaining process. Only
by understanding what their options are if they don’t come to an agreement, will women truly
understand what they have to gain at the bargaining table.
Using analytic tools to prepare for a negotiation – gaining an understanding of the key
questions to consider before going into the actual negotiation, looking at issues from one’s own
viewpoint, that of their counterparts, and also from other parties indirectly associated with the
negotiated outcome.
The negotiation proper – what to do at the bargaining table – how to set an agenda, table value
creation options, explore proposals by counterparts, how to effectively use open-ended
questioning techniques to draw out responses from counterparts. How to become an “active
listener”?
Understanding different negotiation dynamics & tactics – how to deal with asymmetries of
power, information and trust. How to deal with threatening situations and unethical behavior.
How to conduct difficult conversations – every emotionally charged conversation in a
negotiation is conducted on three levels: (1) the “what happened” conversation – expressing
conflicting perceptions; (2) the “feelings” conversation- how should I act on my emotions; and
(3) the “identity” conversation - what does this say about me? Engaging in all three
conversations simultaneously over such things as reporting relationships, job expectations, or
interacting with colleagues, enables a woman to reduce the fear and anxiety she faces when
trying to achieve better results in her job.
Negotiation strategies for women – how to deal with & counter the stereotypical male
expectations of how women behave at the negotiation table: passive, compliant, non-aggressive,
non- competitive, accommodating and attending to the socio-emotional needs of those present.
www.GGCSynergy.com

15. Webinar 1: Identifying
the type of negotiator
we are by comparing
the characteristics and
tactics of soft & hard
positional bargainers.
Simulation 1 Rapid Leathergoods Company specializes in marketing and
selling leather wallets, purses, key chains, cosmetic cases, etc. Rapid is known
for selling high quality products for reasonable prices. Top Flite, the
company’s most expensive line is not selling as well as expected through their
mail order sales. Rapid executives believe this is due to a faulty marketing
strategy. They feel that with the right approach, the brand could do extremely
well and significantly increase the company’s overall revenue. Two years ago,
Pat Lynch, Rapid’s Vice-President in charge of marketing hired Sandy Thomas,
Director of Mail Order Sales. The two discussed the job requirements and
informally set up some long-range goals for increased sales. It is now salary
review time. Pat and Sandy are preparing for their upcoming negotiation over
Sandy’s raise. (Negotiate on your own behalf)
Major Lessons:
• Dealing with power imbalances. Typical in employee relations.
• Being assertive with your ideas while respecting the normal guidelines
of relationship maintenance.
• How to anticipate and effectively respond to your counterpart’s
questions.
www.GGCSynergy.com

16. Webinar 2:
How to use key
elements of the
Harvard method of
“Principled
Negotiation” to
overcome barriers: (1)
separating people from
the problem; (2) using
objective criteria to
support a point of
view; (3) exploring
options for mutual
gains.
Simulation 2: Susan Garfield has a billing dispute with John Eazer,
owner of a local garage, over some work done on Garfield’s car. Finding
the bill significantly higher than the original informal estimate, Garfield
angrily confronted Eazer. Eazer prepared a second bill at an even higher
figure. Frustrated, Garfield returned to the garage after closing time with
a spare key and drove her car home, without paying anything. Eazer
turned to his child-in-law, an attorney, wishing to file a criminal
complaint. When phoned, Garfield referred the attorney to her father, a
senior partner in a local law firm. Garfield’s father is letting one of his
young associates handle the case. (Negotiate on behalf of others)
Major Lessons:
• Tension between empathy and assertiveness, especially in the context
of a long-term relationship.
• The relevance and uses of objective criteria.
• Negotiating in the shadow of the law (and under the threat of a
possible lawsuit).
• Balance among short-term and long-term interests, including financial,
relationship, reputation, and emotional interests.
• Role of agents (such as lawyers) in negotiating a resolution to an
emotional dispute between clients with a long-term relationship.
• Questions about what constitutes “success” in this negotiation? Is it
making the other side back down? Avoiding litigation? Getting a
“fair” deal? What are the criteria for a “good” outcome in negotiation?
www.GGCSynergy.com

17. Webinar 3:
Every emotionally charged
conversation in a negotiation
is conducted on three levels:
(1) the “what happened”
conversation; (2) the
“feelings” conversation; and
(3) the “identity”
conversation. Engaging
successfully in a difficult
conversation requires
learning how to manage all
three conversations
simultaneously to reduce the
fear and anxiety woman face
in a sexual harassment
situation.
Simulation 3: Mary Weathers is a second-year associate in the tax
department at Barr & Madison, a large Seattle law firm at which Bill
Evans is a partner. Although Mary has not worked with Bill, Bill has
attempted to converse with Mary on a number of occasions and has
invited her to dinner when they were both working late. Bill believes
these interactions to be friendly gestures by a partner to a hardworking
young associate. Mary, however, is uncomfortable with what she feels is
unwanted attention from a male superior, who (unbeknownst to him)
has a reputation as a womanizer. After several conversations and
invitations, Mary pre-empts any further offers from Bill by mentioning
that she has a boyfriend. Because of a downturn in the local economy,
Barr & Madison is forced to dismiss several young associates, one of
whom is Mary. Mary is concerned that the dismissal might be related to
her interactions with Bill, who happens to serve on the hiring committee.
At the same time, Bill learns that an anonymous letter is about to be
published in a local law journal implicitly accusing him of sexual
harassment. Bill and Mary meet to discuss these and other concerns.
(Negotiate on your own behalf)
Major Lessons:
• How to communicate when one or both sides feel strong emotion
• How to communicate across partisan perceptions
• How to use the following negotiating skills: framing the conversation;
balancing assertiveness and empathy; listening and inquiring; sharing
interests and feelings; withholding judgement; using “I” statements.
www.GGCSynergy.com

18. Course
Materials
• Instruction video how to access and register on the online
platform.
• Webinars they can download onto their laptops or via email.
• PowerPoint presentations used in Webinars.
• PDF of “Getting to Yes” by Roger Fisher, William Ury and
Bruce Patton
• “Getting to Yes” analytic workbook to prepare for each
simulation.
• Articles from Harvard Law School Program on Negotiations
(1) Negotiation Strategies for Women – Secrets to Success; (2)
Business Negotiation Strategies – How to Negotiate Better
Business Deals; (3) Sales Negotiations – How to Get to Win-
Win; (4) BATNA Basics – Boost Your Power at the Bargaining
Table
• Recommended reading list on Negotiation Books for Women
they can by on Amazon.
• Certificate of Completion from the Negotiation Lab and
HSBC.
www.GGCSynergy.com

19. Contact
Please contact
Elizabeth.Cambre@GGCSynergy.com
www.GGCSynergy.com