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- 5. Negotiation describes any communication process between individuals that is intended to reach a compromise or agreement to the satisfaction of both parties.
- 13. * indicates 4 cases or fewer All Institutions Doctoral Master’s Baccalaureate Associate’s Student Affairs Intramural/Recreation Coordinator 40,000 43,224 38,685 36,539 38,904 Student Activities Officer 40,800 43,286 38,500 37,650 43,731 Campus Minister 45,914 51,262 44,060 45,000 * Sign Language Interprete 44,920 47,277 38,959 48,933 44,046 Events Coordinator 40,464 40,958 41,158 38,342 42,964 Events Technical Srvs Coordinator 43,417 43,709 40,122 44,261 48,818 Academic Advisor/Counselor 40,522 40,814 40,211 40,450 42,144 Student Career Counselor 42,375 43,909 41,178 42,420 41,500 Cooperative Program Coordinator 44,833 44,952 46,263 42,913 45,575 Study Abroad Advisor 40,697 40,513 40,003 41,468 44,336 Academic Support Cntr Coordinator 46,209 50,396 46,461 43,730 45,247 Res Hall Mgr-Room/Board Incl $30,000 32,025 29,318 27,980 33,311 Res Hall Mgr-Room/Board Not Incl 37,875 40,240 37,740 31,007
- 41. RTM
- 66. stop
- 70. Ideal Offered Acceptable Reminders…. Compensation Salary Professional Development Relocation Housing Paid Leave Vacation/PTO Maternity/Paternity Leave Release time Benefits Retirement/401K Care Plans (child/elderly) Insurance (health, life, disability) Tuition Meal Plan (s) Perks Parking Phone/Home computer/iPad Recreation Center pass Write it down!
- 88. ZITS By Jerry Scott & Jim Borgman
- 89. ZITS By Jerry Scott & Jim Borgman
Editor's Notes
- Session Goal- light a fire…awareness.preparation.goal attained..we need you to use your neg skills for yourself & we need to let you… Intention: INFLUENCE to learn more about you, your options and how to advocate on your own behald & help other women -Know what you Value…what do you want -Know your Value…what do you bring, personal brand -Make the Ask Introducing:New Vital Behavior: Women assisting Women Photocredit: http://www.flickr.com/photos/furiousgeorge81/177926979/ Ms Javaune Marie Adams-Gaston 1739 N High St Columbus, OH 43210 Phone: (614) 247-5353 Email: adams-gaston.1@osu.edu Current OSU Appointment Vice President for Studnt Afrs, Student Life
- Stand up- look around- smile- shake hands- say hello- we’re not fighting for crumbs- we learning to ask for, negotiate for what we deserve- what is available & fair if we ask and work together – this is an abundance philosophy- the more we help the more we get- the more of us that help the closer we get to our goals.
- What’s your perspective….fairness, equity– everyone is coming from a different place – with different goals Everything is Negotiable
- It's all negotiable. Yet Babcock & Laschever’s research demonstrates that the majority of us don’t negotiate. We don’t even ask and it's time for that to change. This fast-paced interactive session will quickly share why we fail to ask and then move to action with steps to determine what we want, how to ask for it and how to support other women who ask. Every new position, every performance review, every award is now an opportunity to negotiate base salary, benefits, and other incentives that add to job satisfaction, improve quality of life and provide financial security. So WISA, get ready to ask! women better evaluate their worth, maximize their bargaining power, develop strategies compatible with their individual style, and help them manage the reactions and emotions that may come along during the negotiation
- When asked to pick metaphors for the process of negotiating, men picked "winning a ballgame" and a "wrestling match," while women picked "going to the dentist.” –Babcock/Laschever FUN… EXCITING…WINNING
- In surveys, 2.5 times more women than men said they feel "a great deal of apprehension" about negotiating. Men initiate negotiations about four times as often as women. SCARY… AVOID NEGOTIATIONS…WOMEN ARE 2/3-Saturn vehicles- sold at a fixed price Women think=Negotiating… Dentist… Photo credit: http://mamasparrow.tumblr.com/page/3
- Women…can’t get blood from a turnip Some people see opportunities abound. The world is their oyster. For others, trying to get more than meets the eye is like squeezing blood from a turnip. “Oyster” people believe they shape their lives; “turnip” people believe life happens to them. On a scale from oysters to turnips, those near the oyster end are mostly men. Most near the turnip end are women.
- (Org Psych Lisa Barron) Agree/Disagree “I determine my own worth & it’s up to me to make sure my organization pays me what I’m worth.” 85% men agree “My worth is determined by what my organization pays me.” 85% women agree Trust- in others hands… Working women with a high internal locus of control believe that their success is affected by their own actions. They are generally more achievement-oriented and self-confident, think that they can influence or fix situations, and believe that they can positively affect outcomes at work. In other words, they believe that their own actions are key determinants of their success in the workplace. “locus of control scale,” which researchers use to measure the extent to which individuals believe that their behavior influences their circumstances. The lower people score on this scale the more likely they are to believe they make life happen; they have an “internal locus of control.” Those with an “external locus of control,” the high scorers, feel that life happens to them. According to the authors, research has found that people with an internal locus of control spontaneously undertake activities to advance their own interests more than people with an external locus of control. Good leaders believe that they are the master of their successes and failures. With that mindset, they are more likely to be dynamic individuals that are constantly improving. That said, good leaders are also realistic. Psychologists find that those individuals possessing a completely internal locus of control often experience disappointment in self and others, unmet expectations, and even depression. The fact of the matter is that we CANNOT control every aspect of what occurs around us. Therefore, having an understanding of an external locus of control is also important.
- Women are more pessimistic about the how much is available when they do negotiate and so they typically ask for and get less when they do negotiate—on average, 30 percent less than men. don’t realize that they can ask for what they want. It identifies the societal forces imposed on women from a young age, forcing them to focus on the needs of others rather than on their own needs. They also explore how our shared assumptions, as a society, about what constitutes appropriate female behavior 20 percent of adult women (22 million people) say they never negotiate at all, even though they often recognize negotiation as appropriate and even necessary. Of course, women have a long history of being controlled by others. They couldn’t vote or own property. They were taught that only men could ask for a date or propose marriage. Feeling controlled by others is self-fulfilling, as with the students who assumed they couldn’t teach if the option hadn’t been announced. Babcock has found almost everything is negotiable, but you won’t try unless you think you have some influence on your environment. Women tend to underestimate what is available, leading them to settle for less. They also undervalue themselves and assume the first offer is all they are worth. Self-ratings of schoolgirls after performing a task were 30% to 78% below boys. Women report salary expectations up to 32% lower than men for the same job.
- t’s not just baby boomers who show this gender divide. Undergraduates were told they’d be paid from $3 to $10 to play Boggle. Afterward the experimenter offered $3 and asked the player if it would be all right. Eight times more men than women wanted more money.
- 1st year= quality of life issue…$3900.00 car payment, $320. month- gym membership, student loans, vacation….
- Flextime-hours Tasks Office space Vacation Professional Development Title Tuition Salary/promotion examination
- Future- loss of over 500,000 lifetime…plus benefits…what seems small actually grows over time
- Reasons Women Don’t Ask -not seeing the possibilities or options -less aggressive asks or goals Women tend to underestimate what is available, leading them to settle for less. They also undervalue themselves and assume the first offer is all they are worth In one experiment, women and men negotiated the price of an item they were selling. Women settled for $44.10 when they would reap the benefit but got the price up to $50.31 when it would go to somebody else. Men got $51.20 for themselves and $46.36 to benefit another.
- What we know for sure: Not negotiating leaves $$ on the table Not asking for enough leaves $$ on the table Impacts future earnings Men expect to earn 13% more than women during their first year of full-time work – Babcock/Laschever
- How do we level the playing field: Preparation, Reflection=Research “We need women and girls to use their negotiating skills for themselves and for society to let them,” she said. It’s considered appropriate for women to negotiate for family, friends and organizations but not for self. “We need to change this or the playing field will never be level.”
- move to action with steps to determine what we want, how to ask for it and how to support other women who ask. Every new position, every performance review, every award is now an opportunity to negotiate base salary, benefits, and other incentives that add to job satisfaction, improve quality of life and provide financial security. So WISA, get ready to ask! Preparation- get your materials, thoughts, plans together- get organized- do your homework We are not all alike- we need to make the pie bigger not fight over the slices… abundance philosophy (Covey/Kawaslski) Photocredit: http://www.faqs.org/photo-dict/phrase/833/matches.html
- Everything is Negotiable!! What do you really want? What do you wish for- role, responsibilities, opportunities, Life good- how could it be better? Are you doing what you do best the most? What would you change if it was within your power?
- Sit back & really reflect on where you are and where you want to be- think big & small goals What inspires you. Inspiration, on the other hand, stems from passion. It's an inside stimulus that compels action. Inspiration is a whisper, an itch, an idea that compels action for the sake of acting. Inspired action has nothing to do with "should" and everything to do with "desire" or "want." It is action for the joy of it, regardless of the outcome. Inspired action creates a desired outcome, but outcome is not what drives us. What drives us is the power & energy of enthusiasm. Photo credit:http://www.flickr.com/photos/selma90/3852873330/
- What do you want? How do you want to be rewarded… Goals? Personal financial, atheletic, Self Improvement, Material, Philanthropic, Engagement/Volunteer
- Future- what’s the plan- think in terms of what you want & deserve--- not need
- Stop decreasing the value of what you really want- men do not apologize for this- haircuts on calendar, work outs, kids events & games… you choose- you judge
- If you could have anything? EXERCISE- Think BIG Identify what’s missing, "We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don't quite make it, we inevitably wind up doing much better than we would have done.“ Jack Welch "Don't be satisfied with the best you can now and the best you think you can do. The higher you aim, the more you are likely to achieve. Back up your stretch goals with ambitious self-development to ensure complete success.
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- (57) Faye Crosby – “denial of personal disadvantage” Recognition that other members of their group have suffered discrimination but believe that they have not been treated unfairly STORY: Top ranked musicians auditioning for symphony orchestra -used a screen = a full 50% higher probability that a woman would advance Screen increased the chance of a womam winning a seat by 250%
- Who decides… ready to move up- promotion what committees you are on what associations you attend- participate in what awards/recognition you receive the work you focus on – the new skills you develop do you do what you want – not just what you’re good at what training do you get/go to -this is where I can make the biggest contribution What can you change? What can you get rid of…
- move to action with steps to determine what we want, how to ask for it and how to support other women who ask. Every new position, every performance review, every award is now an opportunity to negotiate base salary, benefits, and other incentives that add to job satisfaction, improve quality of life and provide financial security. So WISA, get ready to ask! Know your unique value- Personal Brand A strong personal brand is a mix of reputation, trust, attention, and execution… key: sustaining you’re marketing yourself as something different than the rest of the pack. Do you need this? I don’t know. Do you like to be mixed in with the pack? What differentiates you from others? You tell me what makes you different. My answer would definitely vary from yours.
- “Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer!” Peter Drucker We’ve gotten better at this with Gallup’s Strengths- HEd –assessments/evaluations What is your value? How much are you worth? Compensation/Goals/Needs/what we want cannot be “one size fits all”- as Strengths showed us we innately bring very different talents to the student affairs game – then add interests and skills & GOALs and we all need very different plans & paths to get to “goal attained”
- Education Experience Special skills, training certifications Depth of knowledge Expertise Unique talents Demonstrated performance excellence Reputation- Professional Brand Social interpersonal skills Leadership/team building skills Client connections Internal alliances Outside contacts- associations Contacts/ support Knowledge of organizational culture Good alternatives (strong BATNA) Limit choices (employer has weak BATNA)
- Know Your Value (KYV). Your place at the table KYV are positive mental drills you do for yourself. List the many ways you value yourself. Be completely honest and don't be bashful and hesitant with giving yourself accolades when you're doing your KYV drills. These are drills of looking within your souls and allowing yourselves to accept all the great qualities about who you are and the dreams soon to be awaken by you. These are not exercises of arrogance, instead they're about loving yourselves, which is an important step in knowing your value. It takes mental courage to accept the goodness in Oi Yin
- What do you bring to the table Recognize the sources of your bargaining power—education, skills, flexibility, social skills, experience and any other offers you have. Even being a woman can give you leverage.
- Expanded access to key information = Intelligence A experienced network=Connections Ability to ask=Boldness Women don’t ask for as much because they lack the information- in situations where the pay scales are not widely known the gap between what women are offered are 3X as large as those where the pay is publicized and known. Women are at greater risk when they work in a unique situation where comparisons are hard to make Gather information before you need it- you get what you give- Ask men as well as women When no information is available women paid 27% more than men when the information was available the gap closed with the women play 8% more than men (ask for it p.153)
- Finding out what you are worth requires research, self-reflection and networking. salary research. Using an online salary calculator will give you a rough idea of what you can expect in your particular role, industry and location. They are however limited in the amount of information they can provide as everyone's skills, experience and situation is unique. Search through various job descriptions to benchmark your role against. It will give you a good idea of the key attributes universities are looking for in certain positions CUPA HR, ACUHOi Salary Surveys “The amount of money that you receive is, in great part, determined by negotiations between you and your employer. There's an old saying that goes something like this: "You aren't paid what you're worth; you're paid what you can negotiate." It illustrates the importance of knowledge in the salary (or raise) negotiation process. If you're equipped with little or incorrect information about your marketplace value, you're likely to be underpaid. The dollar amount employers are willing to pay will vary -- sometimes drastically -- from employer to employer. It is not uncommon to find two people with similar backgrounds and talents receiving substantially different salaries from two different employers for doing essentially the same work.” Monster Internet The Internet offers many Web sites that contain information on salaries. Check out the Salary Center for the most current compensation statistics. Books Check your local library and bookstores -- each will typically have several books that list salaries according to industry, occupation, type of employer and geographic region. One common source is the Occupational Outlook Handbook, published by the Federal Government. Employment Recruiters Check your Yellow Pages and the Internet to find employment recruiters who place people in your industry. Contact them and ask for their assistance in determining your value. Recruiters typically do this to maintain a database of potential candidates. Networking Contact a number of colleagues working within your occupational field or industry and ask them for their opinion concerning salary levels typically paid for a person with your credentials. Job Listings Monitor national, regional and local job listings. Employers will often post salaries as a means of qualifying their pool of applicants. Personal Salary Surveys Yes, you can conduct your own personal salary survey. Call several companies that hire people to work in positions similar to your own. Ask to speak to the human resources director or manager and ask for advice regarding how to determine your value. Professional Associations Check your local library for the names of professional associations that support people in your career field. Contact their headquarters and ask for any salary survey data that they may have available. State Employment Services Visit your local state employment service office and ask for any information they may have on salaries. Ask Your Past Employer If you left your last job under good circumstances, your past employer may have information on salaries and may be willing to share with you. External equity: This is how your salary compares to that of people doing similar work for other companies. Internal equity: This is the relationship your compensation has to others inside your organization. Range: Every grade has a bottom, top, and midpoint. The midpoint is usually the competitive, open-market pay for that grade. Salary structure: Many organizations have formal structures, into which they build their compensation plans. Your worth to the organization, as well the worth of your job, is assessed and assigned a place within the salary structure—most often within a “grade.” Grades makes up the salary structure like steps in a staircase. Worth: This is not your intrinsic worth as a human being. In this context, “worth” refers to what you know, what you do, and what you produce to help your organization achieve its critical objectives. Photo credit: www.gatech.edu/comm/images/splashMarketResearch.jpg
- Inventory Your Assets You have assets that carry with them intrinsic worth, regardless of what’s going on in the marketplace, your profession, or your organization. They include your education, talents, track record for success (it helps to be able to quantify the financial value of your successes if you can), contacts, public recognition, and passions. This list shows your “fast-moving merchandise”—the goods that your employer already knows you have, and routinely relies on for the value that they bring to the organization. Indicate on your list which of your assets aren’t being used to their fullest potential at present. Then create another list of ideas you have had to benefit the organization’s future, as well as interests you have related to the organization but not necessarily to your current job. This list represents your upward mobility, either within your existing range or into an entirely different range. Inventory Those Behaviors, Skills, and Knowledge Sets That Your Organization Values Look around you and observe how the “stars” within the organization work and behave.
- Network- 2 types- who will act on your behalf? Who can provide information- above, around you Social Media- ROI… return on relationships Photo credit: http://www.flickr.com/photos/sjcockell/3251147920/sizes/m/in/set-72157622439955072/
- Listening and observing first will give you the best chances of success. What does the person want Searches are expensive, choice is a reflection on the chooser, how can you make their life easier guide the conversation and you are able to pull valuable information from them. ++ Do exercise== you’ve done your homework, read thru materials, talked to friends/ colleagues …new suit/ great shoes/ nervous/excited/ hope they like you/ what you have to offer/ Cost of attrition…
- Do your homework: Read the books!- listen to then, watch videos Cupa HR ACUHO-I Chronicle LinkedIN Recruit others to help you Utilize your network Look at postings and academic 360.com Read/watch/practice negotiation skills
- They need you… Exercise? Replacing staff is expensive and in this economy you risk losing the position … What do they want-need Priorities Problems to be fixed- goals, mission who is the decision maker ? what their interest, priorities, Know their motivation. What do they want? The most? How many others are lateral to this position? What is the range/standards? Will you replace a stellar employee or will you be playing clean up Don’t focus so intently on your own goals that you miss something important- what do they want? Potential for big impact if you have what they want.
- Download & embed youtube video Natural to focus on yourself… we’ve asked you to –also need to use some well developed skills to discover what they want
- Understand internal politics Make sure you know how & WHEN decisions are made Who is involved- who really makes the decisions
- What is their profile, skills, knowledge they attract…fit- what messages are they sending
- Obstacles to getting what you want Timing Budget Precedent . Every new position, every performance review, every award is now an opportunity to negotiate base salary, benefits, and other incentives that add to job satisfaction, improve quality of life and provide financial security.
- Asking questions- clarifying expectations and priorities Interests, desires, timelines, strengths, weaknesses, pressures EVERY REQUEST HAS 5 COMPONENTS: THE 5 W’s: WHO: Who will do what, for whom, at all levels or any action, job or task WHAT: What will actually be done, including full scope of work, described accurately to avoid miscommunication or under-delivering on expectations WHERE: Literally where the deliverables will be delivered, e.g. email, phone, digital report, on site, at a meeting, etc. WHY: This is meant to clarify the actual need and purpose of the action. If the reason for a work request or task is explained and understood, someone might have a better solution or offer a suggestion for improvement WHEN: This is the most critical aspect for most business professionals. Make EVERY effort to clearly state what’s needed and when it’s needed, so that the next right action can happen. If you don’t set up a follow-up system or process that holds you and others accountable, then sloppiness sets in and progress is haphazard. Agree on the follow-up system or process with all stakeholders, so the accountability becomes a joint effort over time.
- Ask for It, which provides a guide to strategies for effective negotiation for women. It recommends an interest-based bargaining strategy 3 where negotiators try to understand each other’s interests — the needs, goals, constraints and pressures — behind each position and then look for a variety of ways to satisfy those interests. Because compatible interests often lie beneath opposing positions, negotiators who try to understand each other’s interests can often find several solutions that satisfy both sides. The benefit of interest-based negotiation, particularly considering the particular issues that affect women, is that such negotiations typically allow more issues to be at play and therefore allows participants to trade things they value less for other things that matter to them more. This tactic is known as logrolling. In preparing for such negotiations, the authors suggest the following: ► List the issue to be negotiated. ► Determine your priorities over the issues. What’s most important to you? What do you care about less? ► Think about the other side’s priorities. How do they differ from yours? Can you easily identify anything that’s very important to the other side but not as important to you, and vice versa? Remember that having different priorities is a good thing; it gives you more areas to negotiate. ► Think about what you’d be willing to trade to get what you want. What can you do or what can you give up that might be of value to the other side? ► Can you add anything to the negotiation that would make it easier to logroll, possibilities that aren’t on the table but might be attractive to the other side? ► Sketch out several different ways to fit together your differing priorities, making sure to negotiate over multiple issues simultaneously, offering concessions on certain issues in return for receiving concessions on others. They also suggest she rehearse with a friend in advance of negotiating so that she can practice her reactions to unexpected feedback or emotion from the other side. Further, they give pointers on the proper timing of her “ask” and knowing, in advance of the negotiation, her BATNA (best alternative to a negotiated agreement) and what many of us like to call our WATNA (worst alternative to a negotiated agreement). They also offer advice on how to respond if she is asked to make the first offer in a job or salary negotiation. Finally, the book concludes: “If you never hear ‘no,’ you’re not asking enough.” . Reading these books will make us all aware of some stereotypes or unfounded prejudices we may unwittingly hold that would unfairly derail a woman’s ability to effectively ask for what she wants.
- Ready to negotiate
- Aim high- asking for more because we aspire to more better Research show there is a direct correlation between target – what you aim for and what you get Women typically aim to low & underestimate the value of their skills and experiences Negotiators who set higher targets get better results Making higher initial requests defines the parameters of the negotiation- aim high over your lifetime. If you never hear no- you’re not asking for enough- winner’s curse-the downside of yes (not risking enough)
- Advocate for others- ask for ourselves Photo credit:
- Women who negotiate readily are often not liked for it or even not respected by both men and other women. And likeability, the authors’ studies confirm, is very important for women to be successful in negotiation. Likeability had little or no effect on the ability of men to negotiate effectively. This observation lays the foundation for another important point made in Women Don’t Ask, but expounded further in Ask for It, that is, that the difference in society’s expectations of the behavior of men and women is critical to effective negotiation for women. Women cannot mimic the behavior of men and expect to be accepted or effective Women have reason to fear backlash when they act outside of social norms. They don’t want to harm their relationships. There’s a whole set of words to describe women who are too aggressive. Men and women alike expect women to be friendly and generous, putting others first in a way they don’t expect of a man. Consequences of requesting something deemed inappropriate are worse for women than men, so women have to negotiate differently and be better prepared.
- BUT HERE’S WHAT MOST PEOPLE MISS: Commitment requires consistent, visual and emotional reinforcement. REMEMBER: Commitment is nothing other than persistence with a purpose.
- What would you love to get? Photocredit: http://www.corbisimages.com/Enlargement/CB101496.html
- Non-verbal techniques that encourage rapport and give positive 'signals' to the speaker include: Smiling warmly Nodding the head Making regular eye contact Sitting still in a relaxed position Changing facial expression in line with what is being said Taking notes Clarifying what has been said by asking questions Confirming our understanding by summarizing what has been said Acknowledging and bridging, ie. linking into a previous statement "That's a good point - I remember you said earlier..."
- If you never hear no- you’re not asking for enough- winner’s curse-the downside of yes (not risking enough) Most people assume that more expensive things are superior to less expensive things- you communicate how you wish to be engaged/treated (285)Learn in softball- if you never get tagged out- you’re not stealing enough bases- gain more by trying more- you get better at the attempt- better able to gauge- timing, approach, ability of the other player. Fail more, succeed more-risks well taken Same lesson can be applied to negotiation- often
- http://a11news.com/67/softball-sportsmanship/ Bias without malice pg 64- adjust scales While women need to ask, employers also need to adapt. Not sending that mass email about teaching opportunities discriminates against women. “I was director of graduate programs and I didn’t realize the impact of my actions,” Babcock said. To reduce gender discrimination, schools can: Create standard packages so less depends on negotiation. Post information openly. Announce opportunities for research funding or professional development. Avoid back-room deals. Note who asks and who doesn’t; adjust your decisions. Mentor women to speak up. Ask women what they want. Don’t await their requests.
- Companies expect you to negotiate They'll be disappointed if you don't, since you're hired to be smart and savvy when doing business dealings for their university. They don't want you to be a pushover. http://y2u.co.uk/Really_Useful/Advice/Ru_Advice_010_Memory_Boost.htm
- You’ve heard the old saying, “It’s who you know,” “It’s not who you know, it’s who knows you.” I’m here to tell you it’s not that, either. A big address book or an even bigger fan base is worth next to nothing unless those people will do one thing: take action on your behalf. It’s not your network itself that has value for you, it’s your ability to call your network into action. The easiest way to build stronger relationships – the kind of relationships that get things done – is by taking some of those “above/beyond” actions for others yourself, by helping others get things done True networking is a comprehensive plan using your social capital (the size, quality and diversity of your personal and business networks). It takes the people we know and, one-by-one, very specifically outlines the next interaction we want to have with each person. Some people might warrant a monthly contact – phone call, e-mail, lunch or appointment. Others may be on a quarterly or semi-annual basis. Only you can determine what makes sense for each person in your network.
- Women who are ready to talk about working with other women are also ready to listen & act. Success will come from an honest evaluation of our styles, strengths and workplace challenges. The more we understand and assist each other the more prepared we will be to lead. No need to become a man to get what we deserve and have rightfully achieved. We need to influence & impact the future with our intellect, values and abilities. We need to redefine what it means for women to work with women & become our best together. It is our responsibility. Your life is not fixed. It is malleable and it can be whatever you want it to be. I know this is the part where people hope for an easy fix, but there’s no solution outside of simply being proactive. Doing instead of waiting. So go and do my friends. Go, prepare, help each other & ask. Photo credit: http://inz-feelgood.deviantart.com/art/World-in-our-hands-123313569
- Be the change you want to see… each one light one…
- Tips for When You Negotiate Don’t accept the status quo. Assume everything is negotiable Ask. And ask for enough – not just enough to get by. Talk to both men and women about salaries, and compare their answers. Women often discuss appropriate salaries in terms of what they have done, while men discuss salaries in terms of their potential. Understand the context under which you are making a request. Timing is everything. Check industry salary surveys and talk to colleagues. Recognize the sources of your bargaining power—education, skills, flexibility, social skills, experience and any other offers you have. negotiate when you’re up for a promotion or during a performance review. You are expensive to replace—recruiting can cost your employer up to 150% of your current salary. Remember that you have valuable leadership potential. Women are often more inclusive and democratic than men. They reduce distinctions between levels in the organization and title. Women are known to question paradigms and they are also found to inspire commitment among their colleagues. Set a higher target. Women typically ask for 30 percent less than men and their expectations are 3-32 percent less, at both the beginning and the peak of their careers. Pay attention to how you ask. Laschever and Babcock found research that showed men were most persuasive when they use the task-oriented (fact-based, simple, obvious conclusion) style or a social style (eye contact, relaxed tone, smiling). Women were more persuasive when they used the social style. Dominant and recessive styles didn’t help either gender. Know what you are willing to trade. What are your priorities, absolutes and non-negotiables?
- Power of Cooperative Bargaining BATNA: An acronym described by Roger Fisher and William Ury which means Best Alternative to a Negotiated Agreement. It is the alternative action that will be taken should your proposed agreement with another party result in an unsatisfactory agreement or when an agreement fails to materialize. If the potential results of your current negotiation only offers a value that is less than your BATNA, there is no point in proceeding with the negotiation, and one should use their best available alternative option instead. Prior to the start of negotiations, each party should have ascertained their own individual BATNA. (BATNA) Negotiation: An interactive process between two or more parties seeking to find common ground on issues of mutual interest where the involved parties seek to make or find a mutually acceptable agreement that will be honored by all the parties concerned. (Negotiation) Negotiation Logrolling: A negotiation exchange that involves making negotiation concessions or the ‘trading-off’ of issues so as to maximize on each sides' value. So you will offer the other side something that they value more than you, in exchange for gaining something from them that you value more than they do. (Also: Log Rolling) (Negotiation Logrolling) ZOPA: An acronym which means Zone of Possible Agreement. It is the range or area in which an agreement is satisfactory to both parties involved in the negotiation process. Often referred to as the "Contracting Zone". ZOPA or the Contracting Zone is essentially the range between each parties real base or bottom lines, and is the overlap area in the low and high range that each party is willing to pay or find acceptable in a negotiation. (ZOPA)
- It’s not what you need it’s what you’re worth (High Dollar) By not earning what you’re worth you risk communicating something inaccurate about your abilities Impact your future earnings
- Select ALL other benefits and perks you receive: 401(k) Life Insurance/Disability Liability Insurance Private Medical Insurance (PMI) Registered Retirement Savings Plan (RRSP) Paid Holidays / Vacation Pension Plan Paid Sick Leave Retirement Plan Paid Sabbatical Stock Options Stock Purchase Plan Flex-Time / Flexible Schedule Free Drinks/Coke/Juice/Water Optional Telecommute / Work from Home Relocation Expenses Cell Phone Company Car / Automobile Casual Dress/Atmosphere Education/Training/Tuition/Certification Reimbursement Day Care Supplemental Maternity Leave Gym / Health Club / Fitness Membership Supplemental Paternity Leave Room and Board Pets/Dog at Work Other:
- Goal Setting Goal setting is a process that helps you get clear on what you want, make an action plan to help you get there, launch into action, and persist until you reach your destination or find a better one. This process can significantly increase your probability of success and achieving what you want. Research studies show a direct link between goal setting and enhanced performance. Earl Nightingale, "People with goals succeed because they know where they are going. It's as simple as that."
- 1. Decide what you want. What do you care most about? Salary? Job title? Lab space? Work-life balance? Asking for everything will label you a trouble-maker. Know your priorities so you can pick your battles. 2. Identify obstacles. What objections will be raised and by whom? Do you need to acquire new skills? Is negotiation anxiety getting in your way? Prepare your response; don’t be caught off-guard in the middle of negotiations. 3. Do your homework. You need to know that what you’re asking fits the market. Use salary surveys and the Internet. Ask colleagues at other schools who know your work. Ask men as well as women. Find out what others get at your school; most employers don’t share that information unless you ask. 4. Define the best possible alternative. You need to know the best that can happen if you don’t reach a negotiated settlement. Never settle for less. Another job offer strengthens your bargaining position. Know your boss’s “best possible alternative” too. 5. Don’t wait until you’re desperate. Act before you’re ready to scream. Waiting builds up resentment, which backfires at the bargaining table. Happiness and anger are both contagious. 6. Establish a target or goal. Make it clear and ambitious, such as a 7% raise or $10,000. In a sales experiment, with no goal men did twice as well as women; with a goal the gender gap dropped to 30%. 7. Role play. Ease anxiety by playing the scene with a colleague as boss, taking different strategies. You’ll feel more in control when it’s for real. 8. Ask for it. Be assertive. “Women believe your boss will move you along when you’re ready, but your boss has many other irons in the fire,” she said. 9. Keep calm. Unexpected emotions damage you most. If your emotions come through in any way, take a break. Say, “Let’s meet about this again. I need some time to think about it.” She tells her students to respond to a job offer, “That’s exciting. Let me get back to you on Friday.” 10. Win-win. If you push too hard, the other person will push back. Approach the issue as a problem to be solved. Understand the other person’s perspective, interests and concerns. Ask questions and listen: “Work together to solve their problems while still addressing your interests.” 11. Bounce back. When negotiations fail, women blame themselves and men blame others. Women credit luck for their successes and lack of merit for their failures. Men’s self-esteem is more resilient. Women give up more easily, taking “no” for an answer, where a man would say, “If you can’t meet my request, how close can you come?”
- Tips for When You Negotiate Don’t accept the status quo. Assume everything is negotiable Ask. And ask for enough – not just enough to get by. Talk to both men and women about salaries, and compare their answers. Women often discuss appropriate salaries in terms of what they have done, while men discuss salaries in terms of their potential. Understand the context under which you are making a request. timing is everything. Make sure you are being treated fairly—look at industry salary surveys and talk to colleagues. Recognize the sources of your bargaining power—education, skills, flexibility, social skills, experience and any other offers you have. Even being a woman can give you leverage. Building on #6, negotiate when you’re up for a promotion or during a performance review. You are expensive to replace—recruiting can cost your employer up to 150% of your current salary. Remember that you have valuable leadership potential. Women are often more inclusive and democratic than men. They reduce distinctions between levels in the organization and title. Women are known to question paradigms and they are also found to inspire commitment among their colleagues. Set a higher target. Women typically ask for 30 percent less than men and their expectations are 3-32 percent less, at both the beginning and the peak of their careers. Combat anxiety by role-playing. Let the other person act as the employer and instruct them to berate, insult, embarrass and try to “totally destroy your composure” so that you will be able to, in an actual negotiation, remove emotion and find ways to jointly solve problems. The negotiation should be a win-win. Without being emotionally charged, you can ask questions to understand the other person’s point of view. You want to express concern about their needs and opinions, without negating your own: You seem surprised by my counteroffer. What would be reasonable to you? How close can you come to my request? We’re really far apart. How can we meet? I don’t want to fight about this. What’s appropriate? Pay attention to how you ask. Laschever and Babcock found research that showed men were most persuasive when they use the task-oriented (fact-based, simple, obvious conclusion) style or a social style (eye contact, relaxed tone, smiling). Women were more persuasive when they used the social style. Dominant and recessive styles didn’t help either gender. Know what you are willing to trade. What are your priorities, absolutes and non-negotiables?
- successful working women typically share a common belief about control. They believe in an internal versus external locus of control. What does that mean? Locus of control orientation is a psychology concept originally developed by Julian Rotter in the 1960s that refers to an individual’s perception about the underlying main causes of events in her/his life. Working women with a high internal locus of control believe that their success is affected by their own actions. They are generally more achievement-oriented and self-confident, think that they can influence or fix situations, and believe that they can positively affect outcomes at work. In other words, they believe that their own actions are key determinants of their success in the workplace. “locus of control scale,” which researchers use to measure the extent to which individuals believe that their behavior influences their circumstances. The lower people score on this scale the more likely they are to believe they make life happen; they have an “internal locus of control.” Those with an “external locus of control,” the high scorers, feel that life happens to them. According to the authors, research has found that people with an internal locus of control spontaneously undertake activities to advance their own interests more than people with an external locus of control.
- 10 Ways To Become A Person Of Influence Posted In: Networking, Personal Branding, Social Media by Tim Tyrell-Smith 8 49tweetsretweet Whether you are looking for a job, building a consulting practice or starting up a new company, becoming a person of influence can deliver great rewards – both personal and professional. Even though “who you know” still matters, it is now “who knows you” that matters most. So, in a competitive networking environment, how do you stand out and become someone others want to know? Here are my 10 ways to become a person of influence: Blogging – A great way to put yourself out there in a way that you largely control. You can write as often as you want, but be consistent. Think about where you want to influence others (what industry or function) and create a blog topic where you have passion and some ongoing ideas about content. A great example of someone who does this well is Kevin Liebl who created a blog on leadership. He adds value to his network which is now growing every day. And you can have that too. Twitter – Some of you have joined Twitter and found it to be a great value. A fun way to network with people, learn new trends and share ideas. It is all that. It can also be a place to build your personal brand and, as a result, build influence. The tweets you share, the links or interesting ideas you re-tweet and the conversations you have all play a role in either building influence or tearing it down. You can also build influence through lists. Create a great one that others follow and you are now someone of value. In this example of a networking focused Twitter account, I have added this Twitter account to two of my lists. Doing so (assuming every list you create doesn’t include 500 accounts), creates influence with the account owner and those who follow the list. LinkedIn – There are many ways to build influence via LinkedIn. You can answer questions from others and you can be an active participant in your groups. Especially if you are helping others, you can become someone that others look to for advice and new ideas (= influence). Finally, you can start or offer to help manage a group. Group owners or moderators have just enough power to be dangerous. Used for good, you can create a group and hold the key to a valuable network. You can see an example on the Tim’s Strategy Group On LinkedIn. And you are welcome to join! Start A Movement – What do you care about? Anything at all? If not, you might want to skip this one. But if you do have an interest in the world . . . ask yourself: is anyone doing anything about it? You could, you know. An extra two hours a day during your job search or in the evenings if you are working is enough to start a small movement. Just ask Sven Johnston who lives in Orange County and was tired of LinkedIn reflecting his location as “Greater Los Angeles”. He started “We Are Orange County!” to create a small groundswell. Guess what, it worked. You can read my post about his effort and its value for Sven: We Are Orange County But Sven Started It. Create A Product - It can be anything, really. But ideally it is something that utilizes a natural skill of yours. It can be something that helps others, something to improve work flow at the office or improve safety for local elementary school. The basic act of creating is influential because so few people take the time do it. If you do it, you’ll stand out. A lot of great ideas come out of necessity. A recent one from me is a new feature here . . . The Career Expert Directory. There are now 40 experts across 7 categories. In case you need one. And it solved a problem for me. Now when someone asks if I know a resume writer, personal branding expert or career coach, I now point them to the new Career Expert Directory. All experts are pre-approved. By me. Become A Subject Matter Expert – Neal Schaffer did this orginally focused on LinkedIn. He wrote a great book on LinkedIn. And now has expanded his influence into all aspects of social media. And is now building a successful social media consulting practice creating social media strategies for businesses. From relative obscurity to subject matter expert, speaker, blogger, consultant, etc in just a few years. What’s in your wallet? Be A Super Connector – You probably know a few of these people already. But you could become one too. Everyone they meet is a potential new friend. And every time they meet you, they are thinking: who can I connect (name) with?” It’s not hard, it just takes time and desire. To have this kind of influence. Want an easy way? Download the Watchlyst™ – a free spreadsheet to keep track of the job search objectives of those in your network. If you are looking for work, you can also join my Watchlyst for Job Leads. I see a lot of jobs and may be able to send you a lead. Become A Speaker – Of course if you absolutely hate speaking (or your Toastmasters membership ran out), you can also be a trainer or a one-on-one helper. To others looking for work or learning how to network. You get speaking engagements by being good at it, having great/innovative content and being ready when the call comes. Need a great speaker on networking for an upcoming corporate event, contact Thom Singer. An author, a powerful story teller and a great results-oriented business development leader. You can learn more about him at ThomSinger.com. Write An E-Book – I launched one last year and have another launching this month. Both are free and you can see them free job seeker downloads page. There’s also a great one out there created by Ryon Harms over at McDermott & Bull’s Executive Network. Also free and available on the McDermott & Bull website. It doesn’t have to be on Amazon or in Barnes & Noble to get you noticed. But it has to be good and not a self-promotion or advertising piece. Volunteer – I wrote about this topic a while back and it got a great response: On Volunteering During Job Search. So I know this is something a lot of you do or want to do in the future. So why not now? In transition? Volunteer at your local networking group. Think about how many people will come up and talk to you once you show off that fancy and official volunteer badge. It really works. And it puts you in a position to help others. So, here’s your task for today. Pick one and get started. Unless, of course, you are already famous.
- Practice… Combat anxiety by role-playing. Let the other person act as the employer and instruct them to berate, insult, embarrass and try to “totally destroy your composure” so that you will be able to, in an actual negotiation, remove emotion and find ways to jointly solve problems. The negotiation should be a win-win. Without being emotionally charged, you can ask questions to understand the other person’s point of view. You want to express concern about their needs and opinions, without negating your own: You seem surprised by my counteroffer. What would be reasonable to you? How close can you come to my request? We’re really far apart. How can we meet? I don’t want to fight about this. What’s appropriate?
- Do I have to disclose my salary history? Experts agree that honesty is the best policy when it comes to negotiating salary, whether you are weighing offers or disclosing salary history. It is common for employers to ask about a salary range; they do so to gauge your expectations and see if they can afford you. For the same reason it is critical to understand that, "If your salary is more than they want to pay, they will discard your application. If your salary is very low, they will discard your application and assume that you are not qualified. So you have only a one-third chance of getting it right and moving along in the hiring process," says Wendleton. Be careful about disclosing your salary history too soon; postpone the topic until you have a better idea of what they will offer by politely mentioning that salary won't be a problem and that you and the employer should be able to come to a mutual agreement. If you decide not to postpone the conversation, Silberman suggests disclosing your salary history. "But don't just use a blank statement by saying I earned $40,000 period -- steer the conversation by saying that you made $40,000 in your past job but learned many skills and are worth an increase in pay to $50,000." Silberman calls this the win-win negotiation theory. Developed by Dr. Gerard Nierenberg, it ensures that all parties benefit from the negotiation process, producing more beneficial outcomes than the competitive winner-takes-all approach.
- Stability- always count on in a time of need-Security, strength, support Looking for core values that ate stable
- Negotiation Gym- get in shape, practice, develop skills…starts to be fun
- Check out Evaluate Judge Changing the culture In industries without clear standards, men with a new MBA earn $7,000 more than women. The gap is just $2,000 in industries with clear standards. The less information is available, the worse women do in comparison to men. With the growth of small informal businesses, the decline of unions and the shift away from defined career ladders such as faculty tenure tracks, negotiation has become more important than ever. Women are at a growing disadvantage. While they need to ask, employers also need to adapt. Not sending that mass email about teaching opportunities discriminates against women. “I was director of graduate programs and I didn’t realize the impact of my actions,” Babcock said. To reduce gender discrimination, schools can: Create standard packages so less depends on negotiation. Post information openly. Announce opportunities for research funding or professional development. Avoid back-room deals. Note who asks and who doesn’t; adjust your decisions. Mentor women to speak up. Ask women what they want. Don’t await their requests. C
- If you never hear no- you’re not asking for enough- winner’s curse-the downside of yes (not risking enough) Most people assume that more expensive things are superior to less expensive things- you communicate how you wish to be engaged/treated
- women are in a classic double bind: "women may be perceived as competent but unlikable or as likable but incompetent." This bind exists because there are very strong female stereotypes in our culture. Of course this is not news to any woman in the field, but these researchers discovered that "women who violate gendered expectations incur negative social consequences. In other words, evaluators tend to make negative judgments about women who behave in masculine ways to fulfill the needs of their jobs." But if masculine means assertive, self-reliant and powerful, you can see how easily a woman can get screwed in the eyes of her beholders. This is often referred to as backlash and because women fear backlash they often don't act in their best interests. The researchers found that both men AND women negatively evaluate women who do not behave in stereotypically female ways. Not everyone works within gender stereotypes, but as they are subconsciously pervasive, the argument is that it's important to understand that these stereotypes are often at play. And hopefully that will help us level the playing field. The choices then are these--work within the stereotypes or be careful in situations to not activate gender stereotypes. Men can go into negotiation as combat and come out unscathed, whether they win or lose. Women who come across as combative are almost certain to lose, in the long run if not immediately. Fortunately for women, there’s growing evidence that negotiation as collaborative problem-solving brings better results for everybody. Smiles are effective for women Viewing herself as a problem-solver, she smiles relentlessly until the problem is solved. Planning is critical to winning with a smile. Source: http://www.fastcompany.com/1705873/why-women-should-flirt to create opportunities for themselves is their responsibility to identify and bring to the attention of the decision-makers in their organization. Managing talent and employment decisions are usually only a fraction of the job responsibilities for most managers. Consequently, these women are the most motivated and best equipped to create a career path for themselves.
- The wage gap between average salaries for men and women continues to be 22 to 25 cents, more for most women of color (there is a gap for Asian women but it is about 9 cents). This means for every dollar a man earns, a woman earns 75 to 78 cents. Sandberg cites one study that illustrates this phenomenon perfectly. In it, Columbia Biz School prof Frank Flynn and colleague Cameron Anderson at NYU offered their students a case study of a successful Silicon Valley venture capitalist named Heidi Roizen. But she was only called Heidi in the case study given to half their students; in the other, Heidi became Howard. And guess what happened? While the students rated Heidi and Howard equally competent, they liked Howard–but not Heidi. In fact, according to a synopsis of the study, students felt Heidi was significantly less likable and worthy of being hired than Howard. Why? Students saw Heidi as more “selfish” than Howard. women also need to be assertive to negotiate successfully – able to present strong arguments, defend their interests and positions, and communicate confidence in their points of view. Unfortunately, research has revealed that assertive women are less well-liked than those who are not assertive. This means that an assertive woman, no matter how well she presents her arguments in a negotiation, risks decreasing her likeability and therefore her ability to influence the other side to agree with her point of view. In contrast, whether or not they are liked does not affect men’s ability to influence others and there is no connection between assertive behavior and likeability for men. Men are equally well liked whether they are assertive or passive. This research is buttressed by studies showing that women are penalized far more than men for boasting.
- If $568,000 were dumped out on the table, would you spend five minutes to get it? Linda offered a scenario in which two 22-year-olds are offered a job at $25,000. One takes the offer; the other negotiates it up to $30,000 and banks the difference. With 3% annual raises and 3% interest on savings, by age 60 the negotiator has $568,000 more than the one who didn’t. That’s a good return on investment for a five-minute conversation at the start of a career. Men are 4X as likely as women to negotiate a starting salary. In one study, 8X as many men as women graduating from the same program negotiated their starting salary, raising it by an average of $4,000. Negotiation by more women might have closed the salary gap. 77 Negotiation is also about staff, space, vacation, title, flex time, research funds, extra responsibilities and training. Reluctance to ask contributes to the glass ceiling.
- Not sisterhood of the traveling pants
- Do you want to stand out from the crowd? Then follow up. The fact is, most people don’t follow up very well, if at all. Good follow-up alone elevates you above 95 percent of your peers. The follow-up is the hammer and nails of your networking/ negotiating tool kit. In fact, FOLLOW-UP IS THE KEY TO SUCCESS IN ANY FIELD.