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Category: Entrepreneurship

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Entrepreneurship Health and Wellness Human Resources Management Skills Women In Business

Why Asking Better Questions Can Fuel Your Performance

Have you ever looked back at something you did, such as a decision you made or something you said, and wondered why you did it that way? You may feel surprise or regret. It might not even be a big deal, and yet, you spend a lot of your time thinking about it.

Now if it were a big decision that did not work out as intended, you might even beat yourself up about it. Mentally of course. And it might also affect you emotionally. Now don’t get me wrong, reflecting is a good thing. It’s how you reflect that is the issue.

Two questions that get us stuck:

Do you ask yourself one of these questions?

  1. Why did I do it?
  2. What if…?

Both questions can get you stuck in a story you are telling yourself about who you are and why you did something.  We waste so much time looking back and wishing we’d done something different, or looking ahead, worrying about the outcome before we even figure out how to do it.

Looking back with regret and ahead with fear, both get us stuck, wasting time and affecting not only our productivity and performance, but also our emotional, mental and physical health and wellbeing.

What does the mind have to do with it? 

The mind believes what we tell it.

Consider the classic story about two monks walking on the path at dusk, talking about how their journey might get dangerous if they do not make it to town before it is dark. All of a sudden, one of the monks point toward the bend in the road ahead, stops and says, “I think there is an animal there on our path.” The other monk stops and looks and says, “Yes, I see it. It is sitting there waiting for us. Maybe it’s a tiger.” So they jump behind the tree to hide. As they peek out from behind the tree, the animal is still sitting there waiting for them. As the night comes, they are more and more scared, and they stay behind the tree, peeking out from time to time but as it gets dark they can no longer see the road. Eventually, they fall asleep behind the tree from sheer fatigue.

The next morning as the sun rises, the two monks talk about what to do. As they look out from behind the tree, they realized the tiger is still there waiting for them, except the tiger is not a tiger, but a boulder on the side of the road.

What is the change we can make?

Our unconscious mind is our best friend. It protects us from harm and helps us get what we ask for. It will do what we tell it to do and it will try to find the answers we are asking for, often without our help. Even in our sleep, our unconscious mind works on our questions. That is why it is so important to become mindful about how we interact with our unconscious mind.

The mind-gut connection

Have you ever gotten up in the morning feeling a pit in your stomach, but you are not quite sure why? All you know is that a pit in your stomach tends to warn you that something is not quite right or maybe even dangerous.

Some scientists say our mind is in our gut, some say our second brain that is in our gut. Point is – our brain and gut are interconnected, because all the neurotransmitters in our gut send messages to our brain. It is part of our warning system, the one that has kept us alive for centuries, however it is also how we mis out on taking charge of our thoughts. Now we tend to call it our mind because it is the consciousness of mind, rather than just the organ that is the brain.

Our mind is extremely powerful

Our unconscious mind also does not really understand the difference between something happening in real-time or a story being told about what could happen. Now this is actually a good thing if we use that knowledge mindfully. It is how athletes train themselves to break records and it is why visualization can be extremely powerful. It is also how we can bury ourselves in anxiety and fear. It is how movies draw us into the experience that is happening on the screen. And it is how we can create change.

Ask for what you want

So what is not working about the questions I shared?

  1. Why did I do that? Your mind will give you all the reason why you messed up.
  2. What if I do that? Your mind will come up with all the reasons why it might not work, if your question comes with a grain of fear or dash of doubt.

Of course, we have to be aware of the possible dangers and things that can go wrong, but we should use it as information to plan what to do about it if it does not work, rather than fuel stories about why we might fail.

We need mindfulness

Mindfulness helps us ask better questions about we need to focus on to get what we want.

Our mind automatically looks for danger.  In today’s world, we call it “what is not working” or the negative. Studies have shown that 70% of our mind-activity automatically looks for “danger.” It worked great when a tiger was lurking, but that tiger is not a boulder in the office hallway. That tiger has become your boss, your teammates, your clients, your projects, your problems.

Most people go to work every day spending far too much time looking for what is not working and who is not doing what they were supposed to do. The modern-day version of the tiger is stress.

Use AAA

Acknowledge & Accept: This happened and it did not work. Accept how you feel about it, but don’t get sidetracked into telling stories about why it happened. This part is important because this is where we tend to get stuck in wishing it were different… if I had only… then…. Or telling stories like… see that happened because I am …. (usually something nasty we tell ourselves like stupid and not good enough).

Ask: How can I…. What will help me…. What do I need so I can…. And notice what your gut is telling you. Learn to trust the connection between your gut and your mind. Not intuition, but information based in your unconscious wisdom.

Act: Choose the best way forward, even if it is not within your comfort-zone, to get the result you want.

Mindfulness in action means:

  1. Learn to ask questions.
  2. Learn to listen.
  3. Learn to act, not react.

You can use this to work with yourself and with your team. When we can bring more mindfulness into the workplace, we can learn to work better and perform at our best without burning out. We can nourish relationship and fuel a culture where we spend our time working on solutions to problems rather than getting stuck in the problems. A culture that feeds our need to belong, contribute and be successful.

To learn more about how to re-think performance and create a culture of care: jeanettebronee.com

Photo by Emily Morter on Unsplash

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Best Practices Entrepreneurship Human Resources Investing Management Marketing Negotiations Women In Business

The Lack of Leverage Can Destroy Negotiator’s Abilities

“Leverage occurs in every negotiation, even when it’s not invoked.” -Greg Williams, The Master Negotiator & Body Language Expert

“We need to destroy their lead negotiator’s leverage to weaken his abilities to negotiate effectively.” Those were the words uttered during the planning stage of a pending negotiation.

When planning your negotiation, do you consider how the lack of leverage can destroy a negotiator’s abilities? Leverage adds weight to a negotiator’s efforts. It can be the difference between a mediocre outcome and one that’s substantially better.

Leverage Constriction:

The use of leverage can constrict the implementation of a negotiator’s plans. Therefore, be watchful of when its usage might be employed against you and how/when you’ll employ it. Since its implementation will alter the flow of the negotiation, you should calculate the timing of its usage to maximize the benefits derived from it. Be aware that all forms of leverage do not bear the same weight. Thus, always examine the different forms of leverage you’ll use, and determine which ones will be most impactful when assembling them.

Timing of Leverage Implementation:

There are several occasions in a negotiation when you should consider using leverage.

1. Ponder using it when you don’t wish to discuss points that will drastically alter your negotiation plan.

2. Use it on defense to inject a point as a challenge to the opposing negotiator from implementing his.

3. Consider how you can inject leverage as a surprise to observe the other negotiator’s reaction. That reaction may uncover hidden elements that you should discuss that your negotiation counterpart would rather keep undisclosed.

Combating Leverage Usage:

Park it – When thinking about leverage attempts used against you, consider whether you should address the premise that’s raised. In some cases, it may behoove you to say, “let’s put that aside for now.” If your request is successful, it will negate the need for discussion about the premise of the leverage attempt. Thus, it’s a way to deflate its charges.

When the other negotiator attempts to wiggle free of your leverage usage, you can use your first effort to pin him to a position. As an example, if you ask if he’d like to accept offer one or two, knowing both are bad, and he said no to either, then you could make another offer that was better or worse than the first one; your offer per better or worse would be dependent on what you were attempting to achieve by your offers. He could reject your third offer but then you could feign exasperation and state that you’re really attempting to be amenable; the implication being, his position is untenable.

Refute It:

I attempt to be transparent when negotiating. That means, while I attempt not to mislead, I don’t disclose every aspect of my negotiation position.

During your negotiations, realize that some negotiators will be as transparent as seeing through a stain-free glass. That will be the exception, not the rule. In some situations, your opponent will outright lie. Be prepared to refute his lies with bona fide rebuts that are greater than his. Using that form of leverage will heighten your position and diminish his if he’s willing to accept your pronouncements. That will cause him to think twice about pursuing that line of deceit moving forward.

In your future negotiations, consider how you’ll use leverage to enhance your efforts. The better you become at identifying when, how, and at what points you’ll employ its usage, the better your negotiation outcomes will be … and everything will be right with the world.

Remember, you’re always negotiating!

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

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

#leverage #Destroy #Abilities #Power #secrets #HiddenOpportunities #Mistakes #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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Best Practices Entrepreneurship Management Negotiations Women In Business

Do You Escape Easy Problems by Being Provocative?

“Never run from a temporary problem and allow it to become a permanent solution.” -Greg Williams, The Master Negotiator & Body Language Expert

When you’re confronted by problems, how do you handle them? Do you choose to be provocative, running the risk of irritating yourself and others, or do you seek ways to finesse them? The way you address problems dictate the amount of life you give them. In some situations, what you perceive as a problem is an opportunity for greater gains.

Perception of Problems:

When challenged by trying situations, consider both the up and downside of the potential outcome. Then, assign a probability to the outcome. That process will allow you to better address the situation’s occurrence along with the degree of severity that it may possess. Never dismiss a problem out of hand simply due to the classification you assign it. When a problem contains an easy solution and it’s one that will add value to you, address it and embrace the outcome of its gains.

Communication is Key:

When considering how you’ll address a problem, the way you think of it communicates its severity. That occurs to whom you speak about your perception and yourself. The latter is true because as you communicate with others, you’ve already consulted your own perception and then you update that assessment by further discussions. The other perspective to consider is, problems decrease in severity with the passage of time and further movement away from them.

Mental Attitude:

The attitude you possess when examining a problem determines its degree of perceived difficulty; that perception places a weight on your mind as you contemplate how you’ll address it.

A study in the Huffington Post in August 2015, indicated that 85% of the misfortunes we consider never occur. It further highlights that there are lessons we learn to our benefit in the remaining 15% of that equation. That means, we spend a lot of emotional capital worrying about difficulties that never materialize.

Your Persona:

Be cognizant of how you project your persona when mulling over the possibility of calamitous outcomes. If you project a situation as being dire to others and they think it’s easy, you’ll be displaying your fortitude to deal with such situations. That display may lead to you not receiving opportunities in the future for fear of how you might address them. If you remember that you’re always negotiating (i.e. what you do today impacts tomorrow’s opportunities), that should serve as a reminder to be watchful of how you project yourself.

As you can see, there’s a lot you can do to shape the appearance of problems and the way you engage them. If you want to be more successful when addressing situations that are challenging, embrace them with a mindset that they’ll be beneficial to you. Don’t think of any problem as being too large to overcome; that’ll hamper your mind when considering actions to address easy problems. Possessing a conqueror’s mindset will help you achieve more goals and positive outcomes … and everything will be right with the world.

What does this have to do with negotiations? 

People perceive problem solvers as being more influential in negotiations. Therefore, their thoughts and suggestions are more acceptable, too. To enhance your repute, be known as someone that deals with challenges by your positive demeanor. That, coupled with the implementation of what’s in this article should lead to better negotiation outcomes for you.

Remember, you’re always negotiating!

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

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

#Problems #Success #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #liars #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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Entrepreneurship Personal Development

Why Did You Start Your Business?

We always ask our prospective clients, “Why are you going into business?” This seems like a no-brainer, but many people who consider making the jump don’t really give it the thought it deserves. Your answer to this question can determine business goals, strategy, and even record keeping. We usually get a few standard answers: “Well, to get rich, of course!” or “I’ve always wanted to be my own boss” or “It’s always been my passion”. But none of these answers touch on the three concrete reasons why you can be in business. You can begin a legacy, you can create a job for yourself, and you can make money on your brand equity.

If you create your own job, your “paycheck” is only as much as time spent “on the clock”. You can’t get paid if you don’t work. Yes, you can hire outside help to keep up with things in your absence, but you are essentially trading time for dollars. You may even build equity that someone could pay you for. But this type of business runs on daily profits and income, without considering a long-term plan to make money on your brand equity.

Business owners who go this route usually say they’re “following their passion” and, well, they should! But many of these people also say they don’t ever want to sell their business, thinking they can do it forever. When the time comes, they usually sell because they need to, due to their health or age, or they are finally sick of the work. For them, selling is an afterthought to expressing their passion through a business.

Others who have “no intention of ever selling” think they are creating a legacy. They plan that their children will be a part of their business, and will want to continue this legacy. While this is a nice way to think about your family’s future as far as your business is concerned, only a few of these plans go beyond the first generation.

The last group, one that we consider ourselves a part of, is dedicated to monetizing their brand equity. They want to build a business that attracts acquirers, using their own concepts, ideas, and products. This group takes acquisition very seriously.

And this is the group we can help the most. From the beginning, these businesses are designed to have everything an acquirer wants. They grow into a sellable company. They can run without their owners. And, most importantly, they’ve been set up from the get-go to satisfy their acquirer’s due diligence.

One of the core values of the Barefoot Spirit approach to business is to just ask yourself why you are doing it in the first place. If it’s because you want to build and monetize your brand equity, then you need to think about who would want to acquire your company, when, and why. Organize your records, reports, and books, to replicate your acquirer’s due diligence. Invest your profits into expansion. And carefully decide when, where, and how you’ll grow in order to get your peanut in front of the elephant. This is an art form, and we shared what we learned about it in our Guiding Principles for Success.

From ideation to monetization, we’ve done it all. These are only a few business decisions that are greatly influenced by your choice to eventually sell. If you’re going into business to monetize your brand equity, let us help!

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

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Best Practices Entrepreneurship Investing Management Marketing Negotiations Sales Skills Women In Business

Be Alert When Options Are Being Limited

“Limit my options and you limit my beliefs. If I allow you to limit my beliefs, I limit myself.” -Greg Williams, The Master Negotiator & Body Language Expert

“What do you believe and how do you arrive at your beliefs? Are you a ‘the glass is half empty or the glass is half full’ person?” Those were the questions posed when two individuals were talking. The ‘half empty or half full’ question was limited by its option. It proposed that there were only two possible answers to the question (i.e. half empty or half full). There was a third possible option not offered. The glass could have been the right size for the contents it contained. Thus, the questioner was attempting to control the thought process of the questionee by limiting the questionee’s options to two possibilities.

“Limit the options of what you want me to believe and I’ll give you my limited beliefs. But by doing so, I may give you insincerity in return.” -Greg Williams, The Master Negotiator & Body Language Expert

When given options, consider what’s omitted. Also, assess if what’s omitted is intentional. Consider if it’s done to keep you from focusing on more salient points that might serve you. When someone limits your options, they’re limiting your choices. By limiting your choices, they’re also limiting your beliefs. They’re controlling you! Don’t take that lightly.

That may sound like it’s obvious, but when you’re presented with specific options, your selections become limited. As an example, if I asked you if you’d rather be rich or happy, what might your thought be? Would you consider other options, or would you focus on the choices I presented to you? Most people wouldn’t consider other possibilities. They would focus on the choices presented.

Always be willing to expand your mind by exploring the possibilities contained in options that aren’t presented. Doing so may expose more value. That’s how you can discover your treasure. Seek yours and you’ll become more mentally enriched by knowledge … and everything will be right with the world.

What does this have to do with negotiations?

When limited by choices, one becomes limited by the options offered. While that can be constraining for you, it can also be a tactic you employ in your strategies against the other negotiator. You can best deliver it by stating your options in a rushed or calming demeanor; choose whichever is best for the situation at hand. To make it more viable, have a combination of options ready to diffuse any possible push-back you might receive. Follow that up with, “I’ve given you options. What else do you want me to do?” Remember, while you have your negotiation counterpart considering your options, you’re in control of the negotiation.

When negotiating, be alert to the choices you’re offered and the ones you offer. If the premise of those choices doesn’t fit within your spectrum of benefits, reject them while attempting to persuade the other negotiator to consider yours. By doing so, you’ll become more reflective and circumspective in your thinking about the choices you consider and extend. That will lead to more fulfilling negotiations, enhanced by more positive negotiation outcomes.

Remember, you’re always negotiating!

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

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

#Options #LimitedOptions #Success #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #liars #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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Entrepreneurship Personal Development

What To Expect When You Work with a Ghostwriter

When you think about having a book written about yourself or your business, you may ask: “How do they do it? How does someone who doesn’t know me write a book that sounds as if I wrote it?”

This important question underlines the importance of choosing a talented, empathetic ghostwriter. In order to succeed, the ghostwriter must deliver the kind of authenticity that makes sure your voice is included.

How does the expert do this?

She Asks Questions

Before you begin working together, your ghostwriter will probably ask you questions like these:

  • Describe the book you would like to write.
  • Why does this appeal to you?
  • Have you begun?
  • When would you like to see the book in print?
  • Why are you considering hiring a ghostwriter?
  • What are your publishing plans? Traditional? If so, what kind, i.e., a business press, a more general publisher? Would you prefer to self-publish?
  • Who do you see as your audience? Why will your book appeal to them?

Getting to Know Your Voice

The ghostwriter who does a thorough job will study your online presence. This could include YouTube clips, including speeches you may have given at conferences, tweets, Facebook posts, and any blog posts you’ve written. This will give her a good feel for your voice and speech mannerisms.

During the course of your work together, much of which will consist of phone interviews, she will be constantly honing her awareness of how you express yourself. She will note key phrases you use in speech, whether you speak in long or short sentences, and other characteristic features. She will basically immerse herself in your style of expression.

She Will Do Additional Research

She will carefully study your business, especially your corporate web site. The conscientious ghostwriter will pay special attention to your particular passions and interests. She will read any biographical information available about you. She will learn your areas of expertise.

She Will Get to Know the People Who Surround You

 This doesn’t mean she will have chats with your family members—unless you want that, and you can specify the limitations and boundaries you need there. The ghostwriter is likely, though, to want to talk with your executive assistant and other people who are part of your work milieu. She might want to ask questions to a PR person for your company.

Establishing these connections gives the ghostwriter a much broader picture of who you are.

 By the time the ghostwriter has finished the manuscript, she will have worked hard to create a book that has your personality imprinted within it. If you have chosen an editor to do the final version, introduce them to each other. The ghostwriter can explain the details that make this your book. A good relationship between these two people so important to your book can smooth the path to publication.

Consider the Above a Checklist

 When you’re choosing among candidates to ghostwrite your book, ask them how they do their work. If their answers don’t cover the bases described in this article, you may want to reconsider.

Many factors go into making a good writer, but the career of ghostwriter has some very special demands. Make sure that the person you choose answers your questions—and your needs.

Pat Iyer is a ghostwriter who enables experts to create a book without having to write. Contact her through her website at www.editingmybook.com.

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Best Practices Entrepreneurship Investing Management Marketing Negotiations Sales Skills Women In Business

Anchoring – How to Better Improve Your Negotiation Efforts

“In negotiations, anchoring can tie you down, but it doesn’t have to weigh you down. Used right, it can be the brisk breeze that sails you to greater negotiation ports.” -Greg Williams, The Master Negotiator & Body Language Expert

Anchoring occurs in every negotiation in one form or another. To enhance your negotiation position, be aware of when it occurs, the intent of it, the mindset you adopt when observing it, and what response you or your negotiation counterpart will have to it. Those ingredients will drastically affect the flow and outcome of the negotiation. Consider the following.

Anchoring Intent:

Know the intent of anchoring. It should align with your negotiation plans. In some situations, it may be prudent to let the other negotiator anchor his position first. The justification would be based on him displaying more of his position than you displaying yours. Regardless of the option you choose, remember the person that anchors first sets a mile-marker that establishes a boundary in the negotiation.

Anchoring Tonality:

When considering how to implant your anchor, consider the tonality you’ll employ to assist your efforts. As an example, if you state your position with a timid sounding voice, you run the risk of sounding unsure and weak. On the other hand, if you convey your intent with a rich and deep voice, you’ll project the perception of authority. You’ll be more believable, influential, and convincing; a deep voice is commanding; It projects authority. In either case, be mindful of the perception your tone of voice has on your pronouncements.

Anticipate Response:

Unlike other tools in a negotiation, you should use anchoring judiciously. It will become the cornerstone upon which an easy or tough negotiation ensues.

Before choosing when and how you’ll anchor your position, consider what the response might be to it. When planning, assemble actions that will buttress up and progress your position while keeping the negotiation away from quagmires.

You should always anticipate your counterpart’s next move. When anchoring, anticipate several future moves that he might make.  Since anchoring establishes the foundation from which you’ll move forward, be more diligent in your timing, thought process, and implementation.

Mental Mindset:

Be aware of your mental state of mind when attempting to use anchoring as a viable tool in negotiations. If you’re mentally weak about making your offer, per how you’ll anchor it, assess why you have that mindset; more than likely, it won’t serve the goals you’re attempting to achieve. If you can’t muster the mental fortitude to deliver your offer in a manner that supports your efforts, it may be better not to anchor it at all. You don’t want to worsen your chance of acquiring a better deal.

Counter Anchoring:

If you’re aware of what your negotiation counterpart is attempting to achieve by anchoring you to his position, and you don’t like the position it places you in, counter to the extreme opposite. The subliminal message you’ll send is, there’s a wide gap to overcome. It will also serve to message that both of you will have to make a significant movement to advance the negotiation. You can signal that you’re willing to attempt that broach if he is, too.

The potential pitfall of responding to the extreme is to risk an impasse due to such a wide gap in anchors. Thus, you should be thoughtful about how you refute an anchor that’s established and whether you’ll set it first.

Anchoring is the persister that sets the boundaries that follow. It also foreshadows the strategies that will persist after its establishment. Used adroitly, it can be the first volley of an enhanced negotiation. Thus, if you use anchoring skillfully, you’ll be on a path to heightened negotiation outcomes … and everything will be right with the world.

Remember, you’re always negotiating!

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

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

#Anchoring #Improvenegotiation #Power #secrets #HiddenOpportunities #Mistakes #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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Best Practices Entrepreneurship Management Marketing Negotiations Sales Skills Women In Business

How to Prevent Your Nerves From Getting the Better of You

“Nervousness is a part of life. When it serves you, embrace it. When it dis-serves you, shun it.” -Greg Williams, The Master Negotiator & Body Language Expert

“I started verbally stumbling. I don’t know what came over me. I heard senseless words coming out of my mouth; they made no sense. It was like my brain had disconnected from my mouth. My nerves were definitely getting the better of me.” Those were the words of an overly exasperated woman recalling a conversation she had with a senior member of her organization. Do you have such moments? We all do. Have you ever stopped to question why that occurs and how you can prevent it?

Continue reading to discover how you can recognize the pending onset of such moments and how to thwart them when they occur.

Stress

First, recognize that stress is usually the culprit behind your brain-freeze moments. Stress is promoted by several factors (i.e. lack of rest, the perception of your social position related to others, preparedness deficiency, sleep deprivation, physiology, etc.). Identifying the cause and when your nervousness occurs will allow you to better address it.

Triggers

Psychologically, actions are evoked by triggers that serve as stimuli for those actions. Note and recognize the source(s) and cause(s) behind the triggers that move you to react. Specifically, observe the stimuli that cause you to act a certain way in certain environments. In some cases, the source behind the trigger may be an unsettled action that occurred earlier in your life. Then, when confronted by a similar environment or circumstance, subliminally, you react the way you did years ago. Address that source and you stand a greater chance of controlling the trigger.

Lack of Preparedness

I know what might occur in the upcoming situation. So, I’ll just wing it. A lack of preparedness can be stress inducing. Since no one truly knows what might occur in the future, we speculate. The better we can tap-down the assumptions of what we think may occur, the better we can control the variables that feed uncertainty. Considering the possible scenarios that we could encounter prepares us for those engagements while lowering the mental threat that might otherwise stem from fear of not being in control.

Physiology

Where physiology is concerned, some people start to mentally shut down. “I don’t want to hear about how a lack of rest, exercise, depleted hydration, and/or the lack of a proper diet can hamper me from reaching peak performance”, are the thoughts of some individuals. But, when your body is physically misaligned, as the result of missing the ingredients mentioned, you become mentally deprived of a coherent thought process. Don’t overlook the value that physiology plays in your overall wellbeing. To do so is to psychologically rob your thought and presentation process of greater consistency.

What does this have to do with negotiations?

Every negotiation is fraught with situations that claims fear as an ingredient of its process. That fear may stem from being uncertain about how to act or react in situations, or being fearful of what might occur if one finds oneself in a no-deal position. Command control over your emotions when contemplating such thoughts. Do so by controlling the thoughts that might lead you down a path laden with nervousness.

By addressing and preventing the nervous tensions that could hamper your negotiation, you’ll enhance your negotiation efforts. You’ll be preventing such nervousness from getting the better of you … and everything will be right with the world.

Remember, you’re always negotiating!

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

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

#PreventNervousness #prevention # Nerves #Success #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #liars #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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Entrepreneurship Management Personal Development

Employee Retention: What Today’s Employees Are Looking For

Today’s workforce is a different breed from the dedicated 9-5’ers of yesteryear; this makes employee retention an entirely new ballgame. The current financial landscape has a great deal to do with it. The internet allows consumers to buy more than ever before with a few clicks of a mouse, while real estate prices continue to rise and income rates remain relatively static.

Decades ago, 40 hours a week at a menial job could buy a house, a car, and a middle-class lifestyle for an entire family. Those days are over. Today’s workers may not intend to create a family and sustain it in the traditional sense; both partners in a relationship usually go to work every week. Therefore, the landscape of employees’ expectations has changed, as they attempt to derive deeper satisfaction from employment than ever before.

Employee retention is a matter of ensuring that their expectations are met.

I recently had the opportunity to partner with a company called Beaconforce. They have built software that allows managers to survey their employees a twice a day to determine their employee’s mindset: how satisfied they are with their work, and how comfortable they feel with their managers.

In the process of building the software, Beaconforce learned that the key expectations for today’s employees include a feeling of purpose and belonging, autonomy, freedom, clear goals, continuous feedback, and a sense that they are growing and improving over time. Today’s employees also want to be challenged and have an aversion to boredom.

The software Beaconforce developed creates a chart demonstrating the employees’ level of satisfaction in each of these areas, along with their level of trust in their managers (and the company at large.) It also indicates how often they are in their “flow zone”—feeling fulfilled and constructive in their work, as opposed to stagnant and/or confused.

So, let’s say the software reports that employees are not entirely satisfied. Perhaps they don’t feel a sense of autonomy, they are bored or, worse, they don’t trust their manager. What’s next?

That’s where my partnership with Beaconforce comes in. As a transformational business coach, I work with managers to identify their blind spots and determine which ideas and behaviors are creating a less-than-ideal environment for their employees. In the days that follow, managers have the opportunity to make choices regarding how they relate to their employees, rather than continuing to act in the same way that generated the problems they want to address, to begin with.

If you are in a management position, with or without the Beaconforce software, it is very important to pay attention to each individuals’ satisfaction to ensure employee retention for your company.

If employee retention is something you are struggling with or something you simply feel you could improve, consider a three-month coaching package. Six sessions (once every-other-week) can identify blindspots you were completely unaware of. The resulting changes in management style will make a huge difference in how your employees feel about working with you.

Contact me to set up a free consultation to discuss what this particular program looks like, and how it can benefit you. Also, if you have any questions about employee retention (or how you might create a better work environment for your employees) feel free to contact me directly, or leave a comment below!

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Best Practices Body Language Entrepreneurship Human Resources Management Marketing Negotiations Sales Skills Women In Business

How to Make ‘You’ a Better Negotiator

 “Small increments add up. Observe the small increments that make you a better negotiator.” -Greg Williams, The Master Negotiator & Body Language Expert

Did the word, ‘you’, draw your attention to this article? If you don’t think it did, think again. If not at your conscious level, subliminally, it did affect you. Knowing when to use ‘you’ in a negotiation can make you a better negotiator.

The Story:

“I’m canceling my monthly subscription”, stated an irate customer. “Why”, asked the service manager. “Because I didn’t like the way you resolved my issue”, replied the customer. With that, the service manager crossed his arms and retorted in a defensive tone, “what did you expect me to do? I told you we don’t settle that type of claim!”

‘You’ can be an insidious or gravely dangerous word if not used correctly in a negotiation. ‘You’ is very directive. It’s not me, or someone else, it’s directed at a single individual, you. When negotiating, be cautious about when and how you use that word.

The following are ways to use ‘you’ to enhance your negotiation efforts, while making you a better negotiator.

Using ‘You’ Strategically:

  • Consider the other negotiator’s demeanor. The opposing negotiator’s mood will affect his perception. In some cases, depending on his mood, the word ‘you’ can be perceived as being accusatory.
  • Inflection impacts the perception of ‘you’ (e.g. you need help? you need help!) – In either example, the question or statement could be perceived as being heartfelt or sarcastic depending on the inflection of how it’s posed.
  • Since ‘you’ grabs the attention of a person, use it to command attention (e.g. I need you to consider this, now.)

Using ‘You’ Haphazardly:

  • Some negotiations can become very heated. During such times, be aware that ‘you’ can ramp temperatures higher (e.g. you do it too!)
  • Not being strategic when using ‘you’ can dilute its value (e.g. do you mean that? You don’t mean that!) When ‘you’ is the first word in your statement or question it becomes more poignant.
  • Don’t overuse ‘you’. To make it more impactful, use it to stress and/or highlight a point (e.g. that is good versus, you are good.)

Body Language:

To assess the effect of ‘you’ during the negotiation, observe hand, head, and eye movements. Immediately after stating, ‘you’, observe your negotiation counterpart’s body language.

  • Hand – palms extended facing you, he’s defending himself against your proposal/accusation (i.e. whoa, not so fast.) – palms up and shoulder shrug (i.e. what do you want me to do?) – palms down, after having been up (i.e. rejection) – fist (i.e. anger)
  • Head – moving away (i.e. putting distance between you and your assertion) – moving toward (i.e. willing to embrace or confront (definitive action noted by demeanor)) – head tilted (i.e. in thought mode)
  • Eyes – narrowing (i.e. focused, attentive to what’s being conveyed and how it’s being stated) – wide (i.e. excitement, can be good or bad – assess meaning based on demeanor)

When seeking to enhance a negotiation, or threading the needle of doubt, consider how you can employ the usage of ‘you’. When used appropriately, you’ll expand your negotiation position exponentially. You will experience greater negotiation outcomes … and everything will be right with the world.

Remember, you’re always negotiating!

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

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

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