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Month: July 2020

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Entrepreneurship Leadership Marketing Sales Skills

This Is the No-Ego Zone

Onto today’s topic du jour… EGO.

As speakers, consultants, and experts, we MUST take ourselves out of our marketing messages.

Nobody cares about YOU.

The only thing they MIGHT care about is you IN TERMS of THEM.

What problems can you help them solve that others can’t, won’t, or don’t know how to?

How are you different, better, faster, smarter, cooler?

Not in terms of YOU but in terms of what matters to THEM and THEIR company,

THEIR team,

THEIR career,

THEIR association,

THEIR members,

THEIR franchisees,

THEIR leaders,

THEIR salespeople, etc.

Mike Thomson came into our mentoring program as a terrific speaker and coach – but he was all about “I, me, my” messaging and he couldn’t even see it at first.

Listen to his story here.

The moment he flipped his marketing, messaging, and sales conversations from “I, me, my” to “You, you, and you” – everything started to click.

Fees went up.

Repeat and referral business took off.

Sponsorship deals started to close.

Everything that mattered to him – fees, respect, relationship, and freedom and scale in his business – came about when he flipped the switch away from “me” marketing and toward “client-centric” marketing.

THAT was what landed him at the top of the heap for high-fee speaking, training, consulting, and sponsorship deals like never before.

Even though he thought he had it all figured out and had been fairly successful for 30+ years.

If a rock star like Mike can make a switch like that, what could YOU do with your business with some expert guidance, direction, and revenue acceleration?

Here’s where to find out more: https://www.expertprofitformula.com/

Categories
Best Practices Growth Human Resources Personal Development

Discriminating Against Older Applicants Is More than Illegal: It’s bad for your bottom line!

You’ve seen it time and time again. Job ads that say “Recent college grad”, “Digital native” or “Looking for a cultural fit”. Most of today’s recent college graduates are under 30, and most “digital natives” were born in 1980 or later. And a “cultural fit” pushes away the older folks. Do these terms discourage older applicants? Absolutely. Is it illegal? Perhaps. AARP has a fantastic article on this very subject.

Michael was recently interviewed on FOX Radio as a Workplace Cultural Expert. But he took a much different route than dwelling on enforcement issues and legalities surrounding this subject. Whether this can be deemed illegal or not, whether liability is strong enough or not, the fact of the matter is simple–it’s plain bad business! Here are a handful of reasons why.

Stability

 Younger staff members tend to be more temporary. Recently, we hired and trained a college grad. She said, after 18 months, “Well, I’m off to my next opportunity!” She up-and-left! So much for all of that training and the great relationships she fostered with our service providers, vendors, and customers. When we asked why, she said, “This was just my first job and I need to see if there’s anything better for me. I need to build my experience.” Older employees, on the other hand, are less likely to leave, and more likely to appreciate the job and be more stable in their social and home lives. That stability is key to earning a better ROI in terms of relationship-building and training. To put it simply – older folks are more likely to stay. Remember: Employee turnover is the number one cost of doing business.

Technical Knowledge

 When we hired recent graduates, the tech they were familiar with was already obsolete. Many programs we used every day were foreign to them. We were shocked! For example, WordPress, PowerPoint, and maximization of LinkedIn and Facebook were a mystery to these hires, in addition to various other editing platforms. And for good reason – Everything is changing so fast that it’s necessary for people to be in a constant state of learning in order to maximize the use of each of these programs. So, young or old, people need to “start fresh” every few years in order to keep up. So much for the advantage of hiring a recent graduate! They need just as much training as older employees.

Soft Skills

 Many older employees already have soft skills–they were raised with them. They didn’t grow up surrounded by technology, thinking that human relations were obsolete and unnecessary. Ironically, when we went to a commencement ceremony for a young friend who graduated with a master’s in engineering from Stanford, the commencement address surprised us. The Dean warned, “We, your teachers, have given you the best technical education possible. But we are concerned about you because the number one reason for tech startup failure is a lack of soft skills.” He described how these skills are essential to get the best prices, get the best credit, engage others, cooperate effectively, and make sales happen. He encouraged his students to learn them.

Experience

The best hire we ever made? A 70-year-old employee! He knew our industry’s key buyers, and he knew exactly how to get noticed at retail. He had four decades of experience! An absolute Godsend for a startup with limited knowledge of the industry. Not only did he know how to navigate on his own, but he was also experienced in teaching others. Our younger employees loved him because he was interested in their successes and endeavors. He was everyone’s go-to guy! Suddenly, our young staff gained respect with other businesses we depended on because he followed their procedures and policies. We think all of today’s older applicants should sell themselves on this: It isn’t about what they don’t know–it’s about what they do know! Businesses in the startup and buildup phases should be looking for this exact type of experience.

 Sensitivity

 After a tiring day of interviewing potential candidates for a receptionist position, an older applicant arrived who was in her late 60s at the time. She said, “I guess you’re wondering why you’re going to hire an older person like me to sit out front and represent your business.” She then described her 25 years of military experience working for a General. She was hired. Two years later, a middle-aged gentleman started looking at our pictures and licenses hanging up in the lobby. He didn’t say a word. He was dressed in a Hawaiian shirt and Bermuda shorts, and had a camera draped over his shoulder. Was he on vacation? Was he lost? Our office wasn’t open to the public. Was he there for an appointment? Our receptionist asked politely, “Are you a supermarket buyer?” He responded, “Does it show?” She had already told our much-younger national chain manager to “Get out here right now!” This led us to get in to 26 Arizona stores, all because of her social abilities, sensitivity, and understanding our challenges. Someone with less social experience might have told our visitor that our office was closed to the public, and brought him to the door!

Conclusion

 Older employees are typically more stable and have more soft skills than younger folks. Never mind the level of experience! They are more likely to be engaged, appreciative, and will work with your business at heart. Don’t let this fantastic opportunity pass you by. It will add a level of knowledge and experience to all aspects of your business. Balance the youth’s inexperience and enthusiasm with the experience and stability that only age can bring. Your bottom line will see the benefits!

For more, read on: http://c-suitenetworkadvisors.com/advisor/michael-houlihan-and-bonnie-harvey/

 

Categories
Personal Development Sales

5 of 7: WIIFM? What’s In It For Me?

“A presentation gives information to the client about your product or service. Presentations may be formal or informal, with verbal and/or written communication such as an overview given in person or on-line. A presentation of your product shows the correct way to use the product or service. This is where features are outlined along with their benefits and impact to the consumer. A demonstration is the actual use of your product or service. Think of a free sample in a food court or a test drive of a vehicle. This is usually a key moment of truth where the potential customer can experience your product or service for themselves. This is perhaps the most important part of the sale, where the customer can see if you can deliver on the promises you made throughout your presentation.

How to integrate mindfulness into this step:

  • Remember your Intention
  • Center
  • Breathe
  • Keep your beliefs positive
  • Focus on your positive vision
  • Make sure you answer the question, “What’s in it for me,” which is always present in the client’s mind.
  • Be fully present at the time of the presentation and demonstration, with a focus on accuracy. Continue to create the vision[…]”

 

When you integrate mindfulness and sales you become more effective and profitable.  Mindfulness is being present in the moment, without judgment.  Use mindfulness to increase sales by:

  • Reducing Stress and Anxiety
  • Creating Focus
  • Reducing Overwhelm
  • Increasing Memory
  • Improving Health & Happiness

 

Eric Szymanski is a C-Suite Network Advisor and an award-winning co-author of Sell More, Stress Less: 52 Tips to Become a Mindful Sales Professional.  He is an American hospitality industry professional with extensive sales & marketing leadership experience. Learn more about how you can work with him at www.MindfulSalesTraining.com Eric has demonstrated success in leading high-performing sales teams through planning, implementing, and monitoring actionable sales and marketing plans at hotels and resorts of all sizes, including city-center, convention district, airport and attractions areas. He has a proven track record of success at all levels through the achievement of both individual and team goals for several 1st tier, globally recognized brands such as Disney, Marriott, Hilton & Starwood Hotels & Resorts.

Throughout his career, Eric has created authentic, world-class experiences while volunteering at all levels in several meetings industry associations. In 2018, Eric was recognized with the top individual sales award in the convention sales division at The Walt Disney Company. In 2002, he was recognized as Caterer of the Year by the Orlando, Florida Chapter of the National Association of Catering Executives. He is an avid runner, choral music performer & father of twin daughters who entered college in the fall of 2019.

 

Categories
Growth Human Resources Negotiations Skills Women In Business

“What Will You Do When The Leader Is Powerless” – Negotiation Insight

“A leader is as powerful as his followers allow him to be.” -Greg Williams, The Master Negotiator & Body Language Expert

 

“What Will You Do When The Leader Is Powerless”

 

People don’t realize; they’re always negotiating.

 

Leaders possess power because others give it to them. And the power of a leader is continuously shifting, which makes the dynamics of a leader’s power something to note. While the shifts may occur over an extended time, if you observe the flow of its direction, you can insulate yourself from being on the wrong side of a leader’s waning power.

No matter what your title or function is, you’re a leader in some capacity. And that’s why you should be concerned about the flow of power below and above you. Those shifts impact the impact you have. Question – why might you not want to be on the side of a leader that’s losing influence, which is what power is? Answer – your power can decline when you’re associated with someone that’s losing his control.

The ensuing are insights about the sources of power and influence. You’ll also discover how to protect yourself when it stems from a more significant source, along with what you might consider when power is shifting.

 

Leadership Style

It’s essential to observe the style of a leader. It lends credence to what he promotes, why he commits specific actions, and what activities and causes he may engage. For this purpose, I sort leaders into two categories.

  • Selfish

Self-interest is a perspective that all leaders share. The difference between some is good leaders balance self-interest against the needs of their followers. But exceptional leaders put the interest of their followers ahead of their own.

One way to assess a leader’s style is to note when he places the interest of others above his own. Conversely, if you observe an increasing trend towards his self-interest, that might be your sign to disassociate from him – his followers will eventually do so. At worse, you should become more alert to the length of time a leader’s downward trend continues. Your fortunes and future will depend on the time you’re connected to him.

 

  • Selfless

A genuine selfless leader tends to be more appreciated by his followers. And, when given the choice of whom to follow, all things equal, this style is what most people will embrace. Accordingly, if you attach yourself to this leadership style, you’re more likely to attract a more profound following. Then, when the leader becomes powerless, depending on the situation, you’ll be more likely to step up, or into the leadership void.

 

Power Sources

It’s good to know the origins of a leader’s power. Once you’ve identified it, you can observe when that leader’s influence may expire.

  • Temporary Power

With temporary power, a leader can be in an ‘acting’ or trial bases position. No matter how long his supremacy lasts, in the overall scheme of time, all power sources are temporary. Therefore, when calculating the probability of a leader losing power, consider what he’s currently doing with it, and how people are responding. While addressing a leader that possesses temporary power can be beneficial to your cause, staying connected too long can become detrimental to your longterm goals.

  • Positional Power

A leader’s positional power stems from current circumstances and environments. Thus, his influence can constantly shift, based on changing conditions. And that may expose him to becoming powerless sooner than later. Consequently, some people may forego extending their loyalty to him.

While you can lend support to a leader that has positional power, you should consider how long he’ll have his status, what he’ll do when his power is gone, and who’ll assume the leadership mantle when it occurs. While connected to one leader, always keep an eye out for the one rising on the horizon. The latter will be the future, and since the future will become the present, you can gain more power by helping a future leader amass more authority today.

 

Protecting Power

  • Manage Expectations

Regardless of a leader’s power, he should always manage the expectations of how he’ll use it. If he doesn’t, others will set the expectations for him. If their expectations are overblown, the leader has a problem. The question then becomes, when will it occur, and how will he deal with it? That could create an opportunity for you if you’re savvy enough to warn him and then protect him from potential blowback. That should ingratiate him to you, which can serve as your top power source for the time being.

 

  • Observe Sources Of Power

You can gain insight when it’s time to untie bonds with a specific leader, based on how he conducts himself, and with whom he’s attracting as his followers. Since the dynamics of a leader’s power is dependent on his followers, when that base begins to decline due to his ill deeds, that might be your signal to unaffiliate with him. Otherwise, you may fall as he descends.

 

Leader’s Associates

  • Associate’s Goals

Understanding the goals of the leader’s associates’ will inform you of what they seek from him. That will allow you to gauge how long associates might follow that leader before disassociating. And that’ll be your tripwire as to when you might take action.

  • Controlling Your Power

Your power lies within the sources of a leader’s associates. Therefore, if you can impact a leader’s followers, you can have a degree of influence upon the leader. To maximize your efforts, stay close to the leader’s associates, but distant enough to avoid negativity once the leader’s power begins to wane. To do that, keep your ears and eyes open for a changing tide to ensure you’re not swept away by it.

 

Reflection

Everyone should be concerned about the leader with whom they give power. Even when it’s a close friend or associate, when you give someone power, you provide them with dominion over you. That impacts your life. Because that person will influence the way you think and your opportunities.

Thus, to the question of what will you do when the leader’s powerless, observe when the leader is losing power and break when appropriate. That’s not to say, desert a leader because he no longer has influence. It’s to state when a leader engages in dastardly deeds, and he’s a negative weight on your success, consider lifting your anchor. That will allow you to find a better leader. And everything will be right with the world.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Negotiation Insight” click here https://www.themasternegotiator.com/greg-williams/

 

 

#Leader #csuitenetwork #thoughtcouncil #Negotiator #NegotiatingWithABully #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

 

Categories
Best Practices Growth Leadership Personal Development

Performance Traits That Top Athletes, Musical Prodigies, & CEOs Have in Common

I’m always impressed by people who truly strive to make every one of their performances a spectacular one. I love watching people be REALLY good at their craft, whether it’s a physical feat or an artistic one. (Or both!!)  More importantly, I love hearing from those high-caliber pros in sports, the arts, and in business on HOW they created those impressive showings.

Last week the C-Suite Network Digital Discussion hosted by C-Suite Network Chairman Jeffrey Hayzlett was held. Jeffrey interviewed two first-class experts, Dr. Michael Gervais, High-Performance Psychologist, and Co-Founder of Compete to Create, and Dr. Noa Kageyama, 

Performance Psychologist, Bulletproof Musician, and Faculty at The Juilliard School, to discuss how the world’s top performers face and conquer fear and adversity. They also talked about how to distinguish between those with high potential and the high performers within your team and shared specific strategies and mindsets we all can use to persevere through adversity and achieve peak status.

Here are the top five takeaways I got from listening to these peak performance masters, every one of which I am focusing on in order to become a stronger leader:

Resides in the present

Michael Gervais described the traits that business leaders can look for in seeking out high performers. While there are certain aspects that are empirically beneficial to high performance — clarity of purpose, relentlessness, and authentic expression — the one characteristic that is what Gervais described as “the keyhole to high performance” is living in the present moment. Jeffrey Hayzlett reflected on the importance of presence, especially in this current business climate: “Leaders need to be centered. You need to stand in the middle of the chaos and do what you have to do as a leader.” And sometimes that just means doing Jeff’s favorite go-to mindfulness strategy (and mine!): to simply BREATHE.

 

Beware the FOPO

Gervais shared that FOPO, or Fear Of People’s Opinions, is one of the biggest challenges to high performance. When we stop attaching our outcomes to the opinions of others, we become free to experiment, grow, and evolve our thinking. Hayzlett further added later that night at the C-Suite Network Member Mixer that he addresses FOPO by offering this nugget of awesome: “‘Thank you for your assessment’ is a great way to respond. It’s just an assessment; it doesn’t mean that it’s right or wrong.”

 

Optimism is serious business

Mental toughness is required to fight off FOPO, and optimism is the center of mental toughness, Gervais said. “If the mind is left untrained, the brain will win.” Our brains are hard-wired for survival, and that program isn’t always the best one to execute for high performance. Rather, it’s far more beneficial to consciously choose the optimistic response. Train your brain to manage your mindset, and strive for the positive choice, every moment, every dang day. Because it matters.

 

Practice. Really. FOR REAL.

Dr. Kageyama stressed that practicing, recording, reviewing, and identifying improvements in our performances is the least favorite aspect of high performance but it’s also the most important. Great performers successfully separate who they are with what they do. “Being great at their craft is hugely satisfying and worth the pain of practicing”, Dr. Kageyama said. Hayzlett echoed the sentiment by reminding the audience that, “If you want to be a maestro, you have to be willing to play a lot of bad notes”.

 

Aim for Delicious

Sometimes we can get caught in the trap of chasing after perfection. Dr. Kageyama shared a story about a conversation he had with a premier chef. The maestro of the kitchen stated that “the aim of being a great chef is to be delicious, not exact.” That delicious expression of who we are as individuals is what truly resonates with our audiences, not just our polished, technical expertise. In all that we do, whether professional or personal, let’s all “aim for delicious.” (I’m half-thinking of getting it as a tattoo. #aimfordelicious)

 

Dr. Kageyama finished his interview by reiterating that high performers recognize that, “Being great at their craft is hugely satisfying and worth the pain of practicing.” Isn’t that the truth!

Whether it’s practicing mindfulness techniques to stay in the present moment and insulated from FOPO or practicing my craft of facilitation, keynote performance, or comedy by watching game footage, I am eagerly accepting the invitation to do what it takes to show up stronger, deliver better, and connect deeper. I want to practice taking more risks, taking more chances, and doing things differently. Because that’s what true leaders in the c-suite do to drive and thrive.

I love being surrounded by high performers, especially those in the C-Suite Network! Since bringing my awareness to the teachings I have learned in the Digital Discussions and Executive Leadership Forums, I have found myself far more focused. Clearer. More productive. And most importantly, more INSPIRED. As a thought leader in mindful performance and C-Suite Radio podcast host, I am always discovering how top leaders in business deliver their best performances so I can not only improve myself but also help others accelerate their businesses in the Thought Council! If you want to join me for the next digital discussion from the c-suite, become an Executive Leader. It’s a great way to stay abreast of up-to-the-minute relevant business insights that will not only inspire you but also make you one of the most strategic people in the room.

#ceo #peakperformance #csuite #csuitenetwork #thoughtleadership #leadership #coaching #bestpractices #engagement #music #sports #athlete #juilliard

Categories
Entrepreneurship Leadership Marketing Personal Development

5 Habits of Interesting People

What makes someone interesting?

Or – as they say in marketing lingo – a person of interest to others?

It’s a combination of factors, really… and here are five of them for your consideration:

They are not vanilla

They’re quirky, pugnacious, determined, and they don’t give a rat’s ass what the rest of the world thinks. (They also don’t mind using terms like “rat’s ass” in a blog post.) Bottom line: wolves don’t lose sleep over what sheep think of them. Think Donald Trump or Bill Clinton. How vanilla are YOU?

 

They are articulate

Love ’em or hate ’em, these folks can articulate a point of view. Opinionated, loud, proud, and never dull. The sound bite “frequently wrong, never in doubt” was made for them. Think Dave Chapelle or Rachel Maddow. How quotable are YOU?

 

They stand FOR certain things

And they stand AGAINST other things. They energize their followers, antagonize their foes, and polarize the rest of us in the middle. Sound bite: If you don’t risk turning SOME people off, you’ll never turn anybody on. Think Howard Stern or Wanda Sykes. What stand are YOU taking?

 

They build movements larger than themselves

No matter how big, loud, rich, and famous they are – they’re building something bigger than themselves and strive to make an impact beyond themselves. Think Oprah or Bill Gates. What’s YOUR movement?

 

They don’t seek media – they ARE the media

They are tastemakers, movers, shakers, interviewers, and relationship-builders. They don’t wait for the media to come knocking – they are more likely to post videos, write articles, and interview others to feed their tribe a steady diet of top-notch content. What media did you create today?

I showed this list to my friend, Jeffrey Gitomer, the King of Sales, and he added a few more:

  • they are attractive – not necessarily pretty
  • their words make you think
  • their ideas inspire you to take new and better action
  • they make you want to connect with them so that you don’t “miss” anything
  • they make you happy to be in their presence (virtually or in person)
  • you will travel to see them
  • they inspire YOU to become more interesting
Categories
Best Practices Entrepreneurship Management Negotiations Sales Skills Women In Business

“Negotiator Do You Know How To Stop Deadly Emotions” – Negotiation Tip of the Week

“Emotions can be easy to control, once you learn how to control them.” -Greg Williams, The Master Negotiator & Body Language Expert  (Click to Tweet)

 Click here to get the book!

 

“Negotiator: Do You Know How To Stop Deadly Emotions?”

 

People don’t realize; they’re always negotiating.

 

Negotiators engaged in easygoing negotiations attribute the flow of the talks to their emotions. For discussions burdened by slowdowns and setbacks, that too is usually due to emotions attached to the negotiation. And that’s why you should be alert to the feelings shown throughout your bargaining sessions. They impact how the interactions will progress and how each negotiator will view the other.

The following are insights on how to detect deadly emotions. The ideas will help you negotiate away from negative emotions that could ruin your talks. Once armed with this information, you’ll be able to avoid deadly conflicts at the negotiation table, while maintaining greater control of the negotiation.

 

Negotiator Psychology

Negotiators possess different mindsets at different stages during negotiations. That mindset becomes altered based on what occurs during the exchange of information. Thus, the triggers ignited within the minds of the negotiators, ignites the emotions that follow from the triggers. Accordingly, as is the case when dealing with people in general, you must take into consideration what prompted the mood they display. To that end, be aware of the following mindsets, along with what promotes them to become prevalent in your talks.

 

Aggrieved

A disturbed negotiator seeks ways to assuage his feelings. And if those disturbing feelings occur during a negotiation, he’ll most likely attempt to project his mood onto you. So, how might you contend with someone of this ilk? The answer is, it depends.

If the distempered demeanor is due to something he attributes to you, attempt to understand his emotional point of contention. You won’t know how to address his sourness until you uncover the reasoning for his discontentment.  After you’ve identified and attempted to correct his sulkiness, if his demeanor doesn’t shift, you may have to play hardball with a hardballer. If you’re up for it, prepare for battle. If not, seek someone to negotiate on your behalf.

 

Pleasing

This negotiator type can be easy. His temperament is one where he goes along to get along. Nevertheless, please don’t sell this individual short by thinking you can have your way because of his initial desire to be pleasing. If he perceives you as being overbearing, untrustworthy, or overly demanding, he may transform into the aggrieved negotiator mentioned a moment ago. And then, instead of stopping deadly emotions from hampering your negotiation, you may have just given life to the death of it.

 

Neutral

The neutral negotiator type enters the negotiation with emotions that are unaligned. That state is a, “let’s wait and see what happens. Then, I’ll adopt the persona that I’ll display.”

Since this person has an open mind when entering the negotiation, the way you treat him will shape his emotions. The trick is the balance you must maintain between acquiring what you want, compared to what he wants, and what you’re willing to give. That can be a delicate balancing act to perform. Still, if you and he maintain an exuberant state of emotions throughout the process, the avoidance of deadly emotions should be easy to accomplish.

 

Detecting Emotional Shifts

 

Mindfulness

Before becoming aware of unpleasant emotions, you must possess mindfulness about the environment. That means you must be mindful of verbal and nonverbal cues emitted by the other negotiator, along with other gestures that convey his emotional state of mind. If you miss those inputs, you’ll miss outcries for attention. And that could lead you deeper into a negotiation fraught with deadly emotions ahead.

 

Nonverbal Utterances

Per tones emitted, some negotiators convey their sentiment to statements made by grunting – that’s an example of a nonverbal emotional display. That grunt is a negotiator’s sign signaling the expression of his feelings. And that utterance will occur based on what was said or done. Note when it happens. It has meaning.

 

Communication

People communicate through their words, body language gestures, and nonverbal sounds. To detect when an emotional shift occurs, observe when someone’s verbiage becomes more pronounced, an escalation in their declarations, and heightened nonverbal communication. Such signs will denote a change in their mental attitude, which might be your sign to intervene to prevent their emotions from placing the negotiation in danger.

 

Controlling Emotional Flow

Savvy negotiators understand the power contained in controlling the emotions that flow during a negotiation. Thus, like an orchestra director, they seek to harmonize the talk to be pitch-perfect when such serves their needs. They’re also aware that tension in certain situations can create compliance. Thus, they engage in the sense of steadiness between having the most meaningful of emotions at the proper position at the appropriate time. Observe the following when attempting to control the emotional flow in your negotiation.

 

Course Correction

Every negotiation has course corrections. It’s in the form of accepting and rejecting offers and counteroffers. And during that process, talks can become vulnerable to emotional outbursts that lead to dangerous consequences.

Thus, you should pick an appropriate point in the negotiation to engage in a course correction. Such aspects might occur when the negotiators are tired, or when it’s time to eat. It can happen at any moment in which you can create an excuse to exit the negotiation for a break. What you’re seeking is a way to disrupt the events that are causing negativity to flow. By exiting the environment that’s causing tempers to create stress, you alleviate the source of the tension. Once you reassemble, do so with a pleasant demeanor in the atmosphere.

 

Reflection

Every negotiator displays emotions when they negotiate. Good negotiators use tactics, such as those mentioned, to control their emotions and those of the other negotiators. Once you become adept at utilizing the strategies mentioned, you’ll be in greater control of all of your negotiations. And everything will be right with the world.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Negotiation Insight” click here https://www.themasternegotiator.com/greg-williams/

 

 

#Emotions #csuitenetwork #thoughtcouncil #Negotiator #NegotiatingWithABully #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

Categories
Growth Management Personal Development Women In Business

Take the Time to Do It Right: There are No Shortcuts to Success!

The Fourth Step of the Faremouth Method is “Take The Time To Do It Right.”   In times of uncertainty and change, some may feel compelled to take short cuts.  Short cuts may seem to be the easiest way to get from one point to another but there will always be a price to be paid in that process.  The fear of the unknown might lead some to sacrifice their own morality for a perceived favorable outcome but, even that, creates more fear of the truth rearing its ugly head at a later time.  The truth will be exposed when you least expect it.

 

One of the ancient teachings by Buddha emphasizes three things which cannot be long hidden – the Sun, the Moon, and the Truth.  In other words, we must always continue to uphold our integrity.  Specifically, when looking for a job in these challenging times during the pandemic, integrity and honesty are non-negotiable.

 

This brings me to a real situation that happened just the other day.  I had been on a search assignment for one of my clients that involved a very specific skill set and background.  I came upon a resume that seemed to be “right on.”  The candidate had the exact skillset and tenure that the client required.  I did a video interview, which is now replacing the in-person interview, and the candidate seemed to really resonate with all the requirements and more.  The “more” part was the interesting twist in the scenario because, as I later found out, there was for sure more to the story.

 

After my preliminary findings, I sent the resume to the client and they reviewed and decided to interview the person for this job.  I then advised the candidate of the day and time requested, etc.  He agreed, and, at that point, decided to inform me he would send me an updated resume.  Being perplexed, I asked if he had taken a very short temp job.  His response was to let me just review the resume when received.

 

Upon receiving the resume, I noticed there were some major discrepancies from the initial resume that had been submitted.  I immediately called the applicant to discuss the differences on the resume and after a back and forth discussion, he confessed the reason for expanding the truth on the resume was out of fear.  Fear of not getting an interview if his real situation was revealed.

 

Unfortunately, when then submitting the updated resume, which I felt compelled to do, the client declined to interview the candidate.  No matter what the truth is, your resume must reflect the truth. By admitting your truth or stretching it, you could eventually cost yourself the job offer and respect.

 

The unfortunate part, however, is that if he would have taken the time to do it right, and presented the situation honestly, he would have had a better opportunity to get the interview and possibly a job offer.  The choices we all have to make, whether during or in the absence of the pandemic, have to be aligned with integrity.  In fact, integrity may be more important now than ever due to the enormous competition out there.  Employers are really looking for people they can trust, rely upon, and count on in these very uncertain times.  They are looking at everything under a microscope these days.  Knowing that might inspire one to become their best self and deal with challenges of the past in a new and innovative way.  It never pays to present a work history or details as to why you left a particular employment which is inaccurate.

 

In some cases, even, if a candidate is uncertain of how to present a challenging situation in their work history, it might behoove them to get the advice of a mentor, career counselor, or friend to know how to present it in an honest and truthful way.  At the same time, a challenging situation can be presented in a way that will shed a positive light and have the common denominator of the experience be laced with honesty and integrity.

 

Personal courage is not the absence of fear.  It is the ability to put fear aside and do what is necessary.  Courage takes two forms, physical and moral.  Physical courage is overcoming fears of bodily harm which we can all relate to with Covid-19.  Moral courage is a willingness to stand firm on values, principles, and convictions and to stand up for what you believe to be right, regardless of the consequences.  Allow your own personal light and compass to always shine on the real truth of who you are rather than what you want your story to be.

Categories
Entrepreneurship Marketing Personal Development

Is Your Expertise “Essential”?

You know it is!

And I know it is.

But do your clients know how essential your programs, services, consulting, coaching, and training are to their survival and success?

And how recession-proof is your expert-based business?

  • Is your content a must-have or a nice-to-have?
  • Are your distribution methods subject to cancellation and postponement?
  • Do you have a real strategy or just a bunch of tactics that work less and less well

During this entire crisis, we only lost 1.6% of our annual revenue.

Not to brag – but we are ESSENTIAL to our clients and to their ongoing success.

Why?

Did we just sit on our asses, fat and happy, and keep doing business as usual?

No – in fact, it’s quite the opposite…

I’ll be brutally honest – our old business came to a halt back in March. Total implosion.

Zero dollars coming in from the old offers, programs, and services.

So how can we be down only 1.6%?

Because in March, we had $110,000 coming in from our new offers, programs, and services.

And because we made drastic changes and huge shifts in:

  • What we do
  • Who we do it for
  • How we talk about it
  • How we market it
  • How we sell it
  • How we price it
  • How clients and prospects perceive it

This all comes from being able to rapidly shift three pieces of our business ANY time we want to or need to:

1. Clarity (who you are, what you offer, why it’s different)

2. Focus (who you want to serve, what problems you want to solve)

3. Decisions (where to find great prospects, what to sell, what to charge)

Want to get that superpower for your own business? 

If you’re ready to launch (or re-launch) your expertise-based business in turbulent and uncertain times, read about our brand new offering Expert Profit Formula.

Categories
Entrepreneurship Negotiations Operations Skills Women In Business

“Trust Is The Most Important Factor In A Negotiation” – Negotiation Insight

“Without trust, the factor of truth becomes inconsistent.” -Greg Williams, The Master Negotiator & Body Language Expert

 

“Trust Is The Most Important Factor In A Negotiation”

 

People don’t realize; they’re always negotiating.

As the negotiation began, it was open and respectful. The two negotiators engaged with the honest intent of reaching an outcome that both parties could embrace. In part, the interaction was calm because the two negotiators were friends, and they had a high degree of trust for one another. Little did they know, within two weeks, their deal would unravel. It would be due to a factor that would strain the negotiator’s friendship going forward. And it would raise doubts about how they could trust one another in the future. The factor that threatened their future relationship was born out of a third party’s actions. Someone that wasn’t involved in the initial negotiation. The following is how you can protect yourself from having this happen to you.

 

Memorialize Agreement

When capturing the covenant of a negotiated agreement, do it as close to the party’s settlement as possible. Even if best of friends say, “we can do this deal on a handshake,” memorialize it. At best, you’ll have an audit trail of the agreed outcome. At worse, the documentation can serve as a guide to reinitiate negotiations.

In either case, no matter with whom you negotiate, document the understanding of what the parties are to do next. The document will be your roadmap. It can also be a factor that provides insights to draw upon for your future negotiations with others.

 

Consider How Your Deal Might Unravel

Question – when do you have a problem? Answer – at the problem’s inception. Question – when does a problem’s inception occur? Answer – when you’re made aware of it.

One moment, you have a deal, and then the next moment you don’t. The best deals can fall apart when it’s time to produce the results of the agreement. And agreements are most vulnerable between the period of understanding the deliverables and delivering them. And, many factors can play a role in disrupting what the negotiators agreed upon as an outcome. Factors such as trust can wreak havoc on a negotiated transaction (i.e., I wonder if the other negotiator will deliver what we agreed, third parties, etc.)

To guard your deal against unraveling, don’t become complacent while waiting for the deliverable of the agreement to occur. If you do, you may find yourself waiting for a disaster. Be proactive by reaching out to the other party. Ask if everything is on schedule. And question if there are any negative occurrences on the horizon that might affect the deal, etc.. What you’re seeking are signs that the deal might be coming apart.

Some negotiators think you run the risk of inviting the other party to renegotiate the deal when you ask if it is still on target. But, if the agreement is in the process of failing, you’re already in a renegotiation state. You’re just not aware of it.

Don’t wait for a problem to come to you. Go to it and address it on your terms. You’ll have more leverage in doing so because you’ll have greater control of it at that time.

 

Sounds of Broken Trust

If you listen intently when a negotiator speaks, you can hear the sounds he makes as he’s breaking trust. Those sounds will be in the form of the words he uses to explain why he can no longer commit to the deal. He may say things like, “I didn’t remember agreeing to that. Or, I thought you meant something else.” Regardless of the excuse, the documented agreement can serve as a refresher of what the two of you agreed.

In the situation mentioned in the opening, the third party that injected himself into the negotiation stated that the negotiator whose side he was on didn’t recall agreeing to the covenants that were specified. With that, he pushed the talks back to the two friends. That maneuver created angst in the partner of the third party.

The person negotiating without a partner noticed the quickness with which the third party wanted to conclude the conversation with him. And that set off a silent alarm. At that point, the lone negotiator suspected his friend would be breaking the trust they’d established about their agreement. That was confirmed when his friend offered a new deal. When asked what occurred with the prior arrangement, the response was a jumble of apologies. The lone negotiator’s regret was, he wished he’d recognized the sounds of broken trust sooner. That would have given him more time to salvage a deal that had already gone astray.

 

The Price of Broken Trust

No matter your environment, be it in a negotiation or a friendly exchange of information, when there’s a trust void, caution is at hand. And when people are cautious, they’re more measured with their thoughts and actions. Plus, broken trust can belabor a future negotiation due to the negotiators wondering when the other might break trust again. Accordingly, they’ll make offers and counteroffers tenuously, which will hinder the pace of the negotiation.

Always be aware that there’s a cost when you abandon trust. The best way to address that mindfulness is to heighten your awareness about what you agree to, and being willing to live with your agreement. Trust is a precious commodity. And thus, it something to be cherished.

 

Reflection

The two friends renegotiated a new deal because the lone negotiator wanted his friend to experience the win he was seeking. But what the third party and the other negotiator didn’t realize was the lone negotiator had a factor that would test their trust in the future. He thought a win is a win until it’s no longer a win. And since he knew that you’re always negotiating, he planned to reopen the negotiation in six months. You see, when trust is orphaned, it can become adopted by the person that embraces it, which enhances that person’s appeal. And everything will be right with the world.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Negotiation Insight” click here https://www.themasternegotiator.com/greg-williams/

 

 

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