Effective Leadership & Motivation Soft Skills Training for Women in Construction

Learning Objectives… Understand the importance of the influence and negotiate for your working well-being Review a range of strategies available to influence, negotiate, build and manage relationships Share ideas and practical tips for immediate use

Influence & Negotiation… “The power to produce an effect, the ability to affect person’s character, beliefs or actions.” “Interaction that occur when two, or more parties, attempt to agree on a mutually acceptable outcome in a situation where their preferences are related in a negative way.”

Why do we need to INFLUENCE & NEGOTIATE? Balance of power Different interests Need to live with others Long-term consequences Building the right image

5 Influencing skills The difference between influencing and manipulation Influencing is creating a change in behaviour, attitude, opinion or perception Manipulation is creating a change in behaviour, attitude, opinion or perception with no regard for other outcomes Avoiding manipulation - we should always seek to influence by dovetailing our objective or outcome with the other persons’ outcomes

History There are many changes in the past that have contributed for the improving of women’s economic status (in America women make 75 cents out of every dollar a man makes) In the UK men earn quarter of a million pounds more than women in their lifetime Women don’t ask, or wait too long, to ask for better working conditions Studies show men asked 8 times more often for a higher salary than simply accepting the initial offer Men and women start, more or less, on similar salaries, but over the years, the difference in the earnings increases

Do women differ? Compared to men, women often don’t see negotiation as an opportunity for improving a given situation Women worry about the impact of their decisions They feel bad or uncomfortable at the thought of negotiating Both genders consider competitive nature in negotiation (i.e. aggressive) as an unfeminine behaviour

Pack up & go home? Listening and affirming Perspective taking Creativity Sensitivity Research orientated Willingness to ask questions and hear the answers More collaborative approach in general All of the above have been identified as key female traits

Getting results - options… Imposed - I decide Consulted - I seek opinion and then I decide Negotiated - We decide (mixed power) Working towards a “win-win” situation

What is negotiation? Conferring with another in order to compromise The outcomes of negotiations Strategy Negotiation and the influencing process Planning your negotiations Techniques during negotiations Understanding the other persons’ communication

Outcomes Generally speaking there are 3 possible outcomes from negotiation: A. Win-win situation - requires two-way communication B. Win-lose situation - creates an “we” and “they” situation C. Lose-lose situation – the objectives of neither party are met The key in achieving outcome A is knowing the outcome you want to achieve from the beginning.

Setting outcomes Identify and define the outcome that you want, state it positively Create a clear vision/picture of it by using colours Create any sound that you need to go with it Imagine and decide the feelings that you want to stimulate with it Prepare your best case and worst case scenario, but not in the same way as your preferred outcome Identify and define the possible benefits from the results

Strategy Presumably your outcome is a WIN-WIN situation Find out the other peoples’ outcome, ask them the same questions: what will they see, what will they hear, what will they feel Link your outcome to their interests, concentrate on their interests and the courses of action that they could take to satisfy those interests, and which are the ones that would most likely result in the outcome you prefer Generate possibilities, generate as many options or courses of action as possible that may be available to the individual(s)

Planning your negotiations Planning is the foundation for successful negotiations Remember your resourceful state Separate the facts and opinions Choose neutral environment Assign appropriate amount of time to the meeting Set a range of potential objectives, rather than a single point Gather as much information as possible on the individuals that are to be influenced, their values, beliefs (if possible), interests and link them to the benefits

Negotiation Techniques Establish rapport Aim to keep the other person in a positive frame of mind Validate their proposal and detect their intentions Example: “That’s a good point, if I were in your shoes that would be important to me.” (then restate their position, clarifying the outcome and detect the intentions (watch for any nonverbal signs) Show respect for others’ feelings, opinions, values and beliefs, even if you disagree Never ridicule, insult, blame or accuse

Control your emotions, but don’t be totally unemotional Logical reasoning - use a well reasoned case to support your argument without pushing the other person in the corner Place yourself in the other persons’ shoes Ask: “What would have to happen for... this... to happen?” Label questions or suggestions e.g. “Let me ask a question…” or “Let me make a suggestion…” Negotiation Techniques

State reasons for making a proposal, then make the proposal. This is important! If you give a reason any objection will be focused on the reason and not on the proposal. Let people make up their own mind Express feelings: e.g. “I’m feeling concerned about…” Emphasise on the areas of agreement Ask for time out if you need to think about some new option that has arisen If you get stuck: A: do something else B: use the “AS IF” technique Negotiation Techniques

Understanding the way others communicate When we know that a person communicates in a certain way, we can adjust the way we present information and elicit information from them The result is usually beneficial for influencing and communicating We can adjust our language so that we blend with the other person

Negotiation Stages Structure PlanningOpeningBargainingClosingImplementing

Stage 1: Planning – the power stage Define the problem/opportunities Determine goals and objectives (yours and others) Best Alternative to a Negotiated Agreement (BATNA) Determine the bargaining mix Focus on the outcomes

The outcomes… Tangible Raise, price, delivery, quality, guarantees Intangible Making the other person or yourself happy “Winning” Being fair Preserving your reputation/Integrity

Stage 1: Planning continues … Determine authority to negotiate Know thyself, and plan accordingly Research - knowledge is power Determine the structure, but not the order Be ready for things to go wrong

Stage 2: Opening Reaffirm desire for mutually beneficial outcome Get concerns or negativity out in the open Have a rationale for your opening bid Start as you plan to continue

Start as you plan to continue… Show respect for the other person's opinions If you are wrong, admit it quickly and emphatically Let the other person do a greater deal of the talking Let the other person feel that the idea is his or hers Make sure you really try to see things from the other person's perspective

Stage 3: Bargaining Separate people and problem Understand concessions patterns Understand and use the range of influence techniques…

Influence - approaches… Reason Inspire Feel good Deal/favour Authority/force Ask

The power of questions… Recap on a situation Establish the other persons’ views/positions Gain interest Keep the other person involved and maintain his/her interest Check progress and understanding Clarify what has been agreed upon and close the negotiations Lead to a “Yes”

Stage 4: Closing Be clear on what has been agreed upon Remember face saving No celebrations! Minimize upsetting other people (if necessary)

Stage 5: Implementation Make it part of the bargaining mix Write it down

Distributive Negotiation Tactics Win-Lose negotiation Short-term (incompatible goals) Emphasizing tangibles Relationship is not a factor usually

Integrative Negotiation Tactics Win-win negotiation (collaborative) Long-term goals, underlying interests that may be compatible Emphasizing intangibles Relies on trust

Be nice to people, but decisive with the problem Attack the problem together Focus on interests, and not on positions – “Why?” Develop objective criteria to identify a “good” solution Make sure you have enough time! Listen effectively Integrative Negotiation Tactics

Tips on Influencing & Negotiating Know what you want Understand the expectations Be persistent and consistent Give, in order to receive Pay attention to people Expect a lot Build a positive atmosphere Promise a lot, deliver more Give people what they want

Control your emotions, don’t let your emotions control you Learn to cope with change Consider the emotions of the other person Remember the power of silence Don't criticize, condemn or complain Tips on Influencing & Negotiating

Influencing - creates a change in behaviour, attitude, opinion or perception Manipulation - creates a change in behaviour, attitude, opinion or perception, with no regard towards other outcomes Difference between Influencing & Manipulation Influencing

36 When you dovetail your outcomes with the person you are hoping to influence, your chances of influence are increasing significantly. When you seek to influence with only having your own outcome in mind, then you leave yourself wide open to resentment, recrimination, remorse and revenge. In order to avoid manipulating, we should always seek to influence by dovetailing our objective or outcome with the other person’s outcomes. Dovetailing your outcomes

7 skills/attributes for influencing 1. Trust & Integrity - admit mistakes and apologise. Distance yourself from anything that may be regarded as untrustworthy. 2. Presence - use your voice, be confident. 3. Credibility - lower your voice, speak slowly. Be consistent, be prepared to justify why you do things and who you are. 4. Group or Team instinct - whether we like it or not, we are highly influenced by the group that we identify with. Using phrases like “the team would like” rather than “I would like” is more powerful.

5. Avoid loss - presenting things in a way that demonstrates loss if they don’t act. Most people are motivated to hang on to things that they fear might be lost, than to be motivated by things that they haven’t got yet. 6. Building commitment - encourage people to make small commitments, don’t try to engage people on huge marathons. A small commitment could be easier to achieve. 7. Story telling - everyone responds to a story, it might be insignificant, but if you are trying to make a point build it and link it to a story. 7 skills/attributes for influencing

Getting results - options Imposed – “I decide” Consulted – “I seek opinion and then I decide” Negotiated – “We decide” (mixed power) Working towards a “win-win” situation

HIGH HEELS PROJECT Leonardo da Vinci – Transfer of Innovation BG1-LEO C OPYRIGHT © Copyright 2013 High Heels Consortium Consisting of: BULGARIAN CONSTRUCTION CHAMBER (BG) CONSTRUCTION TRAINING CENTER (BG) AR CI PROFESSIONAL CENTRE Ltd (BG) MILITOS EMERGING TECHNOLOGIES &SERVICES (GR) KNOWL (GR) RNDO Ltd (CY) STEJAR CENTER OF RESEARCH, DEVELOPMENT & EXCELLENCE (RO) This document may not be copied, reproduced, or modified in whole or in part for any purpose without written permission from the High Heels Consortium. In addition an acknowledgement of the authors of the document and all applicable portions of the copyright notice must be clearly referenced. All rights reserved. This project has been funded with support from the European Commission. This publication [communication] reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Transferring the University of Salford’s award winning training programme: “‘Women and Work: Sector Pathways Initiative” (2010)