Influencing & Negotiating skills Building positive relationships Personal effectiveness Welcome

Influencing Styles Understanding your style Adapting to others

What are your strongest styles? Where/when/why do they work for you? Which styles would you benefit from developing? When would the different style work for you? How might you develop it? Influencing Styles

Successful Negotiating “you don’t get in life what you deserve, you get what you negotiate !” Gary Karrass

Influencing & Negotiating skills Building positive relationships Personal effectiveness Welcome back

TIME CHANGE/LEARNING Mind-Set Zones Boredom Zone V - Comfort Zone V = Stretch Zone V + Panic Zone V +/- Natural Resting Point for Your Confidence C Confidence

What do these people have in common?

HIGH ENERGY CALMNESS RELAXED MUSCLES FREEDOOM FROM FEAR SELF CONFIDENCE EFORTLESS ACTION AUTOMATIC ACTION ALERTNESS CONTROL FOCUS GREAT RESULTS …when it matters, whilst under massive stress, at the flick of a switch! Able to create…

Feel GreatFeel Bad High Energy Needed (Accelerator) Not Much Energy Needed (Brake) C Confidence – The Zone! PEAK ZONE CHILL ZONE ANGRY ZONE LETHARGY ZONE

2 Concerns… Getting Results Building Relationships

3 Negotiation Approaches… Tactical Principled Process

Tactical…

What if.. Linking Choice Repetition Silence Sharp intake Third Party Official authority Loss leader Time Good guy/bad guy Time out Deadlines Challenge Off the record Openness Budget Lunch Onus Transfer Different price – different package

Principled… People – separate the people from the problem Interests – focus on interests not positions Options – generate a variety of possibilities Criteria – result based on objective standard

Negotiators are people first Not abstract opponents, but people with feelings Separate the relationship from the substance Don’t entangle the relationship with the problem Acknowledge the relationship is separate Focus on the issue at hand Perception Put yourself in the shoes other person/team Don’t deduce their intentions from your fears Don’t blame them for your problem Discuss each others perception Separate the people from the problem

Emotion Recognise and understand your emotions, and theirs Make emotions explicit and acknowledge as legitimate Communication Listen actively and comprehend what is said Speak to be understood Speak for a purpose Separate the people from the problem

Focus on Interests not Positions…

Focus on Interests not Positions How do you identify interests? Ask why a particular position is taken Ask why not a particular position is unacceptable Make a list of interests – yours and theirs Build an outcome matrix Put it on the table or the wall

Options - Generate a variety of possibilities Explore the whole picture Look at all the choices, consider timing, shared risk I.D.Q.B

Impact of doing High Low Easy Hard Ease of Doing Ease Impact Grid In this case 4,5,6, would be the actions to do first

Impact of doing High Low Easy Hard Ease of Doing Ease Impact Grid Your list…

What evidence/data do you have? What are other organisations doing/charging/funding? How is this approached in other authorities? What do case studies tell us? What are the consequences of doing or not doing? Criteria – results based on objective standards

S tatus C ertainty A utonomy R elatedness F airness Away from threat response Toward reward response The SCARF Model David Rock

Status Where you feel you are in the pecking order Certainty Your perception of how well you can predict the future Autonomy Feeling of having choices, being able to make choices Relatedness Feeling safe with other people – trust v mistrust Fairness Feeling of fair connections, fair exchanges SCARF The key social domains that are rewarding or threatening

TIME CHANGE/LEARNING Mind-Set Zones Boredom Zone V - Comfort Zone V = Stretch Zone V + Panic Zone V +/- Natural Resting Point for Your Confidence C Confidence

Thank you