1 Negotiating Conditions for Leadership Success Patricia Deyton

Learning Objectives  Definitions of negotiations  Why negotiations are critical today  Gender differences in negotiations  Skills for negotiations  Personal application

Definitions of Negotiations  A process by which the involved parties or group resolve matters of dispute by holding discussions and coming to an agreement which can be mutually agreed by them.  Coming to closure on a business deal or bargaining on some product.

Why Are Negotiation Skills So Critical Now? Organizations are flatter and more networked Responsibilities exceed authority Organizations need to be more flexible in the face of changing environments Deal with resistance to change Organizations need to do more with less Deal with conflicting agendas; constrained resources Organizations expect more from employees Negotiate conditions for success

Gender Issues at Three Levels  At the personal level – how we perceive ourselves as negotiators - women have traditionally not had opportunities for negotiations and may, therefore, lack a sense of competency.  At the level of expectations – where others set the context for our actions – as a result of lack of opportunity and/or lack of experience, women may not be taken seriously as negotiators.  At the situational level – where we deal with the inequities of power and position -

Do Women Ask? It Depends No –less likely than men to initiate negotiations –less likely to recognize opportunities –less likely to challenge decisions –less likely to ask when $$$ is an issue –less likely to stick with it -- aspirational collapse Yes –when issues matter to them -- time, flexibility –when negotiating on behalf of others –when good information is available –when they connect what they need to what is good for the organization

Challenges in Negotiation Get in Your Own Way Hard to focus on needs; position your self Unclear about what you want Cede control to others; propose creative options Offensive Moves that Make You Defensive Hard to get proposals heard; turn offensive moves. Engage in Telling and Selling A self-focused frame makes it hard to engage them in a process that leads to creating good agreements; use appreciative moves

Some Common Ways We Get In Our Own Way  Fail to recognize negotiation opportunities  See only our own weakness; bargain ourselves down  Take responsibility/blame for ensuring everybody’s satisfaction/dissatisfaction  Find it difficult to compromise/get stuck in our positions  Avoid conflict  Other

Positioning Yourself to Negotiate Challenge: Getting in your own way Positioning Moves: Take stock:  What is your value and how do you make it visible?  Where are you vulnerable and how will you counter these perceptions? Learn as much as you can:  What benchmarks can you use so you have a defensible rationale?  What do you know about the other and how can you use that information? Develop alternatives:  What happens if no deal (To you? To them?)  How can you introduce these choices into the negotiations?

Develop and Analyze Alternatives  BATNA – Best Alternative To a Negotiated Agreement  What happens if there is no agreement? What will you be forced to do?  Other ways to satisfy your needs  Potential deals  Status quo  What do you know about their BATNAS?  How can you influence their perceptions of their BATNAS; How can you influence their perceptions of your BATNA?

Proposing Creative Options Problem Solving Steps: Focus on Interests, Not Positions What matters to you? What matters to them? What is most important to each. Have Options to Propose Simple Trade-offs—Time, Other Currency Contingency—If, then agreements Bridge to Expand the Pie Be Firm on Needs; Flexible on Means

Challenges to Your Position The Problem : Moves that put them in a good position can put you at a disadvantage Anticipate Moves: Question your competency/expertise Your budget is way out of line with what you deliver. We are not getting value for our money Criticize your style You are being unreasonable Demean your ideas Where did you even get these numbers from? Appeal for sympathy/support I really need your help on this Make threats If you can’t bring this into line, we’ll find another organization Flatter you You are so good at this; why wouldn’t you want to do it?(all 80 hours of it without more pay)

Turning Moves Turning Moves: –Surprised?  Use Silence.  Take Breaks. –Level the Playing Field  Name to show you know it ’ s a tactic.  Correct by giving alternative explanations. –Enlist Your Counterpart  Question to learn more.  Divert the comment to the problem at hand. The Challenge: Negotiating from a Defensive Position. Keep Yourself in the Game

2010 Strategic Leadership for Women Problem: Self Focused Frame Best Practices: Ability to See More Sides to the Story Look at your story What is your explanation? Look at your partner’s story What are the 5 good reasons your partner would give to explain his/her actions? They Think They are Right Too! Laying the Groundwork for Collaboration

Appreciative Moves: The Problem Them  Opportunistic  Short term thinker  Narrow vision  Out for themselves  Rigid  Uncooperative Us  Strategic  Long term perspective  See the big picture  Act in organization’s best interests  Flexible  Collaborative

2010 Strategic Leadership for Women Problem: Telling and Selling Best Practice: Use Appreciative Moves to Get Buy-In Pay attention to openings Spend time connecting Create space to voice concerns (mention a good reason) Adopt a stance of curiosity Listen actively to understand-not refute Use hypothesis testing questions–What if we…? Appreciate their ‘face’ Use what you know about them/their style. How will they sell this to their key constituents Enlist Them to Problem Solve with You Enlisting Your Partner

What negotiation will you have next week? Prepare Get Yourself into a Good Position Clarify your interests Take Stock—how will you make your value visible? What information do you need and how will you use it? What is your BATNA? Theirs? How will you introduce it? Anticipate moves; have turns in mind Be prepared to propose options Enlist the Other to Work it Out with You Understand their interests Get into a connected frame of mind (5 good reasons) How will you open the conversation? How will you connect to their good reasons to move the discussion ahead? What will make it be easy for them to say ‘yes’? Personal Application

Prepare individually – 5 minutes Enroll your ‘in-class’ negotiating partner – 5 minutes. That involves you describing your ‘real-life’ partner in such a way that your ‘in-class’ partner knows enough about the situation to negotiate credibly with you. Take the role of your “real-life partner” to describe the situation from their perspective (use the 5 good reasons) Role play – 5 minutes. You play yourself and your ‘in-class’ partner plays your ‘real- life’ partner Switch and go through the process again

Personal Application De-brief What worked well and why? What will you do differently when you actually do this negotiation?

It Pays to Ask Women who negotiate for what they need to be successful in a leadership role –Receive higher performance ratings –Seen to have more leadership potential –Less likely to leave their organizations –Are more satisfied with their jobs Kolb and Kickul, "It Pays to Ask" (2006 ) Integrate their needs with those of the organization

Negotiating the Conditions for Career Success: A Summary  Know What You Want (what would make you say yes)  Take Stock of Your Strengths (make your value visible)  Learn as Much as You Can (make defensible proposals)  Develop Alternatives (enlist allies to help make the case)  Be Firm on Needs but Flexible on Means (propose package deals)  Turn Moves that Disadvantage You (don’t negotiate from a defensive position)  Open negotiations on legitimate terms (the 5 good reasons)  Use Appreciative Moves to enlist your partner (try to solve their problems) Stay with it; “No” may be just the beginning!