Ask for More – You May Get More
Ask for More - You May Get More
If you are involved with sales, how do you feel when you hear phrases such as, "Can you do anything about your price?" or, "You'll have to do better than that." and variations on these? Does a cloud or two cross the sun? You start to think, "here we go again?.." ? yet, have you prepared for this situation?As a purchaser, do you push suppliers on price alone? OK, it is a fair tactic when so many sellers will give in, but does it lead to long-term gain? What other ways could you get a better deal for your organisation? Maybe extended credit terms or volume rebates?Whichever side you are on, what difference could 2% make to your company? Just to get another 2% on a selling price ? and/or 2% less on your purchases? How much extra profit will this produce?Developing your ability to negotiate more firmly and flexibly is not a contradiction in terms, it can be the foundation for increasing business success and also improving relationships. The simple definition of negotiation is: "To work or talk (with others) to achieve a transaction, settlement, an agreement. (from Latin negotiari ? do business with)"Typically, there are four options for the outcome of a negotiation ? and the desired one is the "win-win" unless you are just going for a one-off deal and you may want to opt for the "I win ? you lose" choice, although that is not really necessary!We can all improve ourselves as negotiators by following a few simple steps and treating situations as more than just a bargaining joust. It will also help your cause if you consider situations as something to be resolved and not as a battle to be won! As with many things in life, the key to success is in the planning and preparation. This will impact your confidence, and behaviour, when with the other party. The more prepared you are, the greater the chance of you achieving the deal you want.One of the first things to consider in your planning stage is "the balance of power". Imagine a set of scales ? and list the pressures or drivers each side faces:I wonder what you find? Many similarities? When you recognise that both sides might be facing similar pressures you can take heart! Another way to use this is to assess what drivers the other party is facing, and you can do to reduce the ones on your side to increase the "leverage" you have.To help you with planning and handling negotiations you may find it useful to work through the "AIMING HIGH" process.AIMING HIGHA ssess: Consider situation, balance of power, leverage. What is going to be needed for a win/win outcome. What is the previous experience with this contact? How much do you need the deal ? how much do they need it? What might be the barriers? What have you to offer that is unique?I nterests: What are your needs, wants and desires? What are theirs? Think about their interests ? put yourself in their shoes ? what do they need ? what are their drivers (business and personal)?M ake time: Planning and preparation is key ? create time for it. Do not be rushed ? do not negotiate under (or "un") prepared. Also, make time for the actual meetings ? time pressure can be a problem in a negotiation ? the party feeling under most pressure will often make the biggest moves.I nnovate: Remember, it is not just "their" problem ? if a genuine negotiation is to take place it is a joint one! Think about ? then rethink ? "the pie" and how it can be shaped and cut. Look got different ways of approaching the situation.N eeds: What are their key needs ? and wants ? and objectives? What are yours? Check back that your ideas can satisfy these ? for both parties.G enerate options: Put your package together ? consider all the tradable items ? those you want and those you can give. The more options the better. Whether the buyer or the seller, think about the package in terms of more than price.H uman factors: Even when being at your most objective and professional ? the negotiation is still usually between two (or more) people. Your interpersonal skills count for a great deal: ? how well you can assess the others; what they want and are doing; your skills in gaining rapport and getting them to talk; good listening ? and questioning. Also, handling tough situations and managing the dynamics of the meetings is key.I ntegrity: Do not get caught up in game playing. Good negotiations will normally be taking place in the context of (or at the start of) an on-going business relationship and partnership. It does not matter what others may do ? operate with integrity and be true to yourself and your values. You will get more good quality deals in the long run.G et before you give: Trade well ? ask for what you want BEFORE you give!H appy endings! Aim for win/win ? and if you cannot get that leave the door open for another time!If you follow this process you will be well-equipped to negotiate effectively. You will be more confident and successful if you make time to work at developing the package you are offering and, at the same time think about what you want from the other party. Think about the things you can build into your package that you can use to "trade" with. (Called variables or currency or other terms to suit!) What might be the things the other party has which they would be happy to "trade" or move on? The key to this, is to choose things which are of low cost to you, but valuable to the other party ? and vice versa. Remember, in a negotiation, everything has a value, no matter how insignificant it might seem at the time!As part of this, plan your "best deal", ie the ideal solution for you, and your "worst deal", ie the lowest position you will take. It is important that you are clear about this ? and know when to walk away! Within your best deal, include as many variables as possible so that you have things to trade with other than price. Think about what you will be willing to give, and more importantly, what you want to get in return!The actual approach to the meeting can be improved if you follow the principles of "Triangle Talk" from Kare Anderson's book "Getting What You Want". Be clear about what you want, what they want and then keep your proposal tuned towards what they can accept.When you are through the "proposing" stage and in what many think is the actual negotiation or bargaining stage, it is important to remember a simple phrase and it is all about "get" then "give". "If you??..then I will??..". Think about the impact of the opposite order, "If I??then will you??.?" What will an experienced negotiator do in response to that?To help yourself with negotiations, practise! Look for opportunities in low-key situations and test out ways of getting a deal. Before going to meet that important client or major supplier, as part of your preparation make some time to go over your plan, your package and the options, and then how the other party might act. Practice using the "get-give" trading phrase ? and anticipate potential problems. You will be pleasantly surprised by the results you get.Graham Yemm a founding partner of Solutions 4 Training Ltd. During his years as a consultant he has worked with a variety of major companies in the U.K., Europe, USA, the Middle East and Russia in Sales, People and Management Skills. He has had many years of experience tailoring programmes to address organisational issues around sales, account management, negotiations, sales management and customer service ? especially focusing on the communication and personal skills aspects.Graham is a Master Practitioner of NLP and was involved with setting up and running "The Business Group", which promotes uses of NLP in organisations. He is an accredited trainer for the LAB profile programme ? "Words that Change Minds". His personal enjoyment comes from helping individuals to take more responsibility for their own actions? freeing them to feel they can make more choices about their lives. Contact, http://solutions4training.com/ or +1483 480656
Do You Want a Paycheck or a Passion? 10 Qualities Managers are Looking for in Hiring You
Do You Want a Paycheck or a Passion? 10 Qualities Managers are Looking for in Hiring You
Based upon my research of over 300 managers in the last two years, I have found what qualities are most important to hiring managers.You will be in a more competitive advantage if you do a self-assessment to determine if you possess these qualities. If you lack some of these qualities, find a career coach and turn your liability into an asset for any organization.The following are the top ten qualities hiring managers seek. They are not in any particular order.? PersonalityMaking people feel comfortable when you meet them goes a long way in establishing a business and personal relationship. A smile and a warm greeting in any situation pays big dividends. Always ask about the other person. It makes them feel that you sincerely care about them.? Verbal and Written CommunicationBeing concise but specific in your communication is very important to anyone in this day of high tech communication. Many times the human factor of thoughtfulness and consideration is abandoned in the technology. A key formula in both written and verbal communication is: Tell'em What You Are Going To Tell'em, Tell'em, and Tell'em What You Told 'Em.? Team PlayerBeing a team player simply means that one not only does his or her job, but also is honestly willing to support their peers. If another department or group is in need of help, volunteer yourself. Remember, top management really knows who is a team player and who is not. Just keep in mind that there is always an extra set of eyes watching you.? Listening SkillsHave you ever noticed that when you go to a fast food place and you tell them that your order is to go and they ask you, "Is this to go"? How does that make you feel? Right, they are not listening. Listen thoroughly before you speak. That means listen to what's not being said. Then ask open-ended questions, who, what, when, where, why and how to show the other person that you really are listening and that you do care about them.? AttitudeWe can train people on how to do a job, but we can't train attitude. Managers look for a positive and sincere attitude when thinking about promoting someone. Always have something positive to say about your company, department and peers. If you don't have something positive to say about them, don't say anything. If asked, be truthful with diplomacy. Remember, attitude is everything.? EnthusiasmEnthusiastic people seem to radiate confidence and leadership qualities. Think about what you are most enthusiastic about at work and share your enthusiasm with others. It is catching.? Goal SettingOne of the many traits top executive men and women possess is goal setting. They write their goals and read them every day. They make their goals specific, measurable, attainable, realistic and they put a timeline on each one. Be prepared when one day your boss will ask you what are your goals? Write them down and carry them with you daily. Share your goals with a trusted friend of manager. During your performance review, be prepared when your boss ask you what your goals are.? A Sense of HumorAdding harmless humor to the workplace takes a lot of stress away from the pressures of our daily activities. Life is too short to take seriously. Take your job seriously but not yourself by using your sense of humor.? Professional AppearanceThe image we project will determine how others judge us. From our economic heritage to our economic status, our educational heritage to our educational status, our level of sophistication to our income levels we are judged by our appearance. Observe how your senior management projects their image. Take some clues and do the same.? Life-Long LearningAnother common trait top executive men and women share is their quest for knowledge about a variety of subjects. They read about many things that cause them to be creative and knowledgeable. Their attitude is that once they stop learning how to become better at what they do as a person or as a professional, they might as well retire. Show your managers that you are willing and excited about learning. Attend your company's training sessions, establish an executive book club in your department and come up with creative ideas to increase the success of your department and company.Ryan James (R.J.) Lancaster is the president of the Education & Learning Institute, a research, seminar and publishing company. He helps organizations and individuals think differently to ensure their success. He is also a professional speaker and author of E-books. Two of his E-books are: Nice People Do Finish 1st and Great Leaders Make Great Teachers.Contact information: (602) 274-4609 Email: rlancaster5@cox.net
Website: http://www.rjlancaster.com
How To Deal With A Complainer
How To Deal With A Complainer
How To Deal With A ComplainerA Complainer Is Characterized by:1. Dissatisfaction in their personal life
2. Anger
3. A desire to have their concerns acknowledged
4. Makes demands
5. Wants explanations
6. Makes threats or bluffs
7. FrustrationDescriptionComplainers have a gripe about everything in their life. This usually comes from the underlying fact that they are unsatisfied or disgruntled about their own personal lives. The complainer has a need for their concerns to be acknowledged. Whether it is in their professional or personal life, the complainer can't have peace of mind until someone listens to and acknowledges their concerns. They feel dissatisfied and they don't just want things to change-they want to be heard and understood.How to Deal With the ComplainerThe key to effectively dealing with a complainer is by using your active listening skills. They want to be heard and acknowledged-not ignored or argued with. You have to use your skills of empathy and try to understand what their interests and needs are.1. Listen to their concerns. It's not enough sometimes just to fix the problem. The person has a psychological need for someone to acknowledge their concerns. Let them get all of those pent up frustrations out of their system before you address the problem. Listen and acknowledge what they have to say. Encourage them to keep on talking until all those frustrations have been let out.2. Empathize with them. Imagine yourself walking around in their shoes and see the situation from their perspective. Empathy is an important tool that you can use to facilitate cooperation. Let them know that you understand their situation and make them feel comfortable and important. Use empathetic statements such as, "If I were in your shoes, I'd be really angry too." Paraphrase their concerns back to them. Repeat their concerns back to them in your own words. This lets them know that you have been listening and it allows you to confirm that you have heard and understood everything correctly. Paraphrasing is also a powerful rapport-building tool.3. Ask them what they would like you to do. In most cases, you will already know what the person wants, but ask them what they would like you to do anyways because it lets them walk away happy by giving them the amount of control they desire.About The AuthorTristan Loo is an experienced negotiator and an expert in conflict resolution. He uses his law enforcement experience to train others in the prinicples of defusing conflict and reaching agreements. Visit his website at http://www.streetnegotiation.com or e-mail him directly at tristan@streetnegotiation.com