Presentation on theme: "James W. Haile Jr., C.P.M. Procurement Manager McNeil Nutritionals"— Presentation transcript:
1 James W. Haile Jr., C.P.M. Procurement Manager McNeil Nutritionals How to Use Emotional Control and Observation Skills To Become a Better Negotiator! James W. Haile Jr., C.P.M.Procurement ManagerMcNeil Nutritionals
2 PurposeThis interactive session will help you build up your personal capabilities in managing your emotions and perceptions toward achieving your business results when negotiations occur.
3 AGENDA Negotiation Basics Rational Thought and Critical Thinking Perception and ObservationListening SkillsNegotiating Hints and TacticsSummary and Questions
6 Definitions: Negotiations To move or shift a belief, a position or course of action by creating a new set of values and behavior by providing relevant and believable information.A discussion of two or more parties’ respective wants and needs which aims for a mutually satisfying agreement.To create a need to obtain a product or service in exchange for something of value.
7 Creating The Negotiating Environment to Achieve Profitable Results Integrative (aka Win-Win)Outcomes that is highly acceptable to both partiesDistributive (aka Win-Lose & Lose-Win)Outcomes that have one party exceeding their goals and the other party falling short of their goals
8 Creating The Negotiating Environment to Achieve Profitable Results Negotiation is not by definition a processwhere one party must win and the otherparty must lose, although all too often itends with that result.
9 Creating The Negotiating Environment to Achieve Profitable Results Remember, the objective is to obtain profitable results.The purpose is not to embarrass, step on or kill the other party!
10 Criteria For Excellent Personal and Professional Behavior Emotional ControlRational ThoughtCritical Thinking
11 What Influences Emotional Control, Rational Thought and Critical Thinking?
12 EmotionsNegotiation processes and outcomes may create both positive and negative feelingsJoy, pain, happiness, anger, hate, impatience, competitiveness, bias, good vibrations, sadness, feeling bad, loss of face, liking a situation and stubbornness are some of the emotions that can be generated.
13 Positive Emotional Impact on Negotiations Integrative process more likely to be exhibited during the negotiationsCreates a positive attitude toward the other sidePromotes persistence
14 Negative Emotional Impact on Negotiations Leads to a Competitive or Distributive situationMay undermine one’s ability to analyze the situation accurately which adversely affects desired outcomesNegotiators may escalate the conflictParties may feel the need to retaliate and thus thwart integrative outcomes
15 Items that Influence Our Thinking Our personal needsOur upbringing and experiencesThe way we view lifeThe value programming that we place on ourselves and othersOur personality
16 Items that Influence Our Thinking List five items that some people exhibit or have that really turn you offList five items that some people exhibit or have that you really admire
17 Items that Influence Our Thinking Gain an understanding of your “likes” and “dislikes” because these are your “hot buttons” that can affect your thinking in negative ways when negotiatingThese items can be the color of someone’s clothes, their manner of speech, words actually used, the way they sit, the way they shake your hand, their celebrity status, actions taken, their age or many other characteristics or behaviors.
18 Items that Influence Our Thinking Hot buttons can be good or bad. Examples:1. That new salesperson is a former professionalathlete who was my idol when I was growingup. I can’t wait until I do business with him2. He dresses too nicely. Must be making a fortune!Learn how to manage your thinking
19 Thinking Drives Behavior Equals Results! If emotional control and focus is lost, you will never ACHIEVE yourgoals and objectives!
21 Controlling Your Thoughts and Emotional Responses! Keep your eyes on the prize. Objectives, Purpose, Goals, Vision or Mission !Self remember and Self observe!FocusedInstinctEgoRational Thought Process
22 Observation and Perception What Am I Looking at?
25 Observation and Perception What you see is not what you always get?Don’t go for the obvious. Ask questions and challenge!Do not be a Surface Observer or Learner.Be aware of everything that is around you!Be Focused! Don’t get faked out of the game!
26 Non-Verbal Observations Definition: Any information that your senses perceive that is not written or spokenExamples: Physical Gestures and Attitudes
27 Non-Verbal Observations Not looking you in the eyes (mistrust, fear)Watching the clock/watch (impatient or going somewhere)Yawning (Bored, not focused, inattentive)Sitting on edge of seat (paying attention, interested in what you are saying)Arms folded across chest (defensive)
28 Non-Verbal Observations Stroking Chin (evaluating)Packing their bags (I’m out of here!)Stepping aside or backing away (deference)Head in palm of hand (bored)Hands on Hips (ready, set, go)Hands behind head and leaning back (territorially dominant, has answers already)
30 Why is Listening Important? Builds respect and trust!Courtesy: Treat people as you want to be treated!Information gathering purposes!Understanding and Alignment (U&A)Supports creativity, flexibility and quick thinking on the feet during the negotiations.
31 Listening Skills Completely focused vs selective listening Did you understand what you heard?Is the speaker saying one thing, but meaning something else? Words and Music aligned?Are you talking too much to listen to others? Silence is Golden!Listen, don’t evaluate!
32 Listening Skills Don’t be distracted by gestures or mannerisms! Be patient and understanding to the speaker!
34 Negotiating Hints and Tactics Make sure that when negotiating, keep all discussions around the Purpose/Goals of the meeting. If discussions go off-track, bring them back to the Purpose/GoalsKeep the conversation at the organizational level versus the individual level. Stay away from the personality and behavior issues at this time
35 Negotiating Hints and Tactics If you reach the “Brink of Insanity”, call for a caucus with your team. Take a break!If you get an impasse or things break down to a personal level, ask for another member of their team, as well as your team to comment or sit in as a straw man to participate to reduce the personality tensions.
36 Negotiating Hints and Tactics Avoid reacting to “smart remarks”! Stay focused on the Purpose and your position. Ignore and disarm them by not reacting to rants and ill advised remarks.Resolve the easy stuff first. If you hit a snag, move to another item and park the difficult one for later on in the meeting.
37 Negotiating Hints and Tactics When you go back to the difficult item, determine what this issue means in terms of everything else that has been negotiated.Ask the question, “How much energy do you have on this issue?Negotiate appropriately from there.?
38 Negotiating Hints and Tactics If the impasse continues, ask thesequestions:-What is the basis for your position on this issue?-What is your perceptions or beliefs around this issue
39 Negotiating Hints and Tactics Probe their comments with questions thatindicate genuine interest and understanding.Discuss faulty perceptions/beliefs, as a shiftin time, conditions, resources or faulty facts.Share your own beliefs and get him to walk in our shoes. Try to resolve again.