The document discusses strategies for effective negotiation, emphasizing the importance of understanding both your own and your counterpart's interests. It highlights tactics such as making the first offer, framing requests as beneficial, and using interest-based negotiation to create mutually advantageous outcomes. Additionally, it addresses techniques for resolving disputes and building stronger relationships through negotiation.

1. Influence and Negotiations Ask and You Shall Receive NAWMBA Conference September 17, 2011

2. We measure our worth by what we need

3. We compare our income to our women friends

5. We over-deliver to our clients and superiors and under-deliver to ourselves

6. We work 22% longer and 10% faster for the same reward

8. monkey economy 50 million years

9. Recognize the opportunity to negotiate!

10. Negotiation is a conversation leading to agreement.

11. Let’s have lunch or coffee . . . Small talk . . . How’s business? Me too . . . . I was hoping we might be able to do business together . . . . Here’s what I bring to the table I thought it might benefit you to have . . . My rate is $_____ (more than you want)

12. Diagnostic Questions: Who What When Where Why How

14. Responses to Conflict Suppression Avoidance Resolution Transformation Transcendence

15. Dispute Resolution Tactics Yielding/Ingratiation Shaming Persuasive argumentation Promises of future action Threats of future action Physical force

16. S: if she wants to V: you want the kids to come down? V: how about Helen (ex-wife)? S: If they want to

17. Get your partner to switch seats with your. Each winner will get a prize. You have 60 seconds to play.

18. Ask Ask for a meeting Gather stakeholders Set the tone Frame the topic Suggest an agenda Ask open-ended questions Be firm but flexible

19. ANCHOR In circumstances of uncertainty, the negotiator who makes the first offer sets the top of the bargaining range, which acts as an anchor that exerts a powerful influence on the outcome throughout the negotiation. Image credit istockphoto.com 2010

20. Anchor Make first offer Make it aggressive Frame it as benefit

21. Reiterate terms Or…recapture the main points, what’s left to resolve, and what’s needed to do so. Set day/time to reconvene End on hopeful note/congratulate both for progress made Close

22. Prepare to Ask Ascertain your market value Unbundle that value Be prepared to value and prioritize each item Research their interests Determine whether there are items of high value to you and low cost to them

23. Ask and Anchor My fee is $450 an hour SILENCE!!!! Wait for response; if none then, I generally ask for an upfront retainer that will cover the time we estimate the job will take – let’s talk about timing; OR is that a number you can work with?; OR if that number is too rich for your Board, we can talk about payment options; OR I’m always willing to negotiate

24. Frame Ask as a Benefit I’d like to talk about the ways in which we can create a mutually beneficial relationship

25. Interest-based negotiation is a process in which we seek to expand the pie of benefits available to the parties in an attempt to satisfy as many of their needs, desires, preferences and priorities as possible (their interests).

26. What are my intended outcomes and interests? Preferences, priorities, needs, desires, fears, aspirations, bottom line What are their possible interests and outcomes? What are the options? Potential points of agreement Differences that might be dove-tailed ASK DIAGNOSTIC QUESTIONS Q is for Questioner copyright 2010 Reason Press

27. Logrolling, or trading off concessions on low-priority issues for gains on higher priority issues Trading differential time preferences Allocating more initial outcomes to the more impatient party Allocating greater profits over a longer period to the more patient party TACTICS AND OPTIONS T is for Them and Us copyright 2010 Reason Press

28. add issues not inherent in the initial negotiation framework Bonuses Flex-time Best associates contingent contracts If I bring in $X this year, I ’ll receive Y% of it Creates appearance of concession Almost risk free MORE TACTICS AND OPTIONS T is for Them and Us copyright 2010 Reason Press

29. Label concessions & demand reciprocity Stress difficulty in making concession This will cut our profit razor thin If I make this concession, you should be willing to promise me partnership next year Concessions & Reciprocity

30. tit for tat S is for Shakedown Artist copyright 2010 Reason Press

31. Tit for Tat The most successful dispute resolution strategy bar none Begin cooperatively Punish proportionally for non-cooperation (or you’ll enter into a cycle of victimization) Forgive quickly and return to cooperation when your bargaining partner does so. How many times did she forgive

32. They ’re not evil; they have hidden interests Personal (unrelated to you or deal) Relational (related to you but not to the deal, i.e., “face”) Political, social, cultural O Is for Outlaw copyright 2010 Reason Press

33. They are not irrational; they have hidden constraints Institutional Precedential Promises to others Deadlines

34. Practice practice practice