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Are You Sure You’re Training the Right Things?

Not long ago a training consultant got a call from a sales manager who said, “We need sales training!”

The consultant answered, “Are you sure?”

The caller explained that some of their customer service reps were doing four times the volume of others. It had to be because they were better salespeople … right? So, they needed sales training!

The consultant agreed to help, but insisted on observing the company’s top performers to get a better understanding of what sales techniques they were using.

As it turned out, the top producers weren’t better salespeople at all, but rather had developed a more effective method for processing customer transactions. Once the consultant recognized that, it was easy to document their techniques and build short training interactions around them. The result was an almost instant uptick in sales across their entire customer service rep population.

The message? To get the results you want, you need to understand the reality of your situation. Here are some non-obvious, commonsense steps to help you do that and avoid wasting time and resources.

Step One: Get Real Information from the Right People

A modified version of DACUM (which stands for Developing a Curriculum) can be effectively used in situations like that one. DACUM, which was created by educators to design courses, analyzes what people really do and what they need to learn.

In stark contrast to getting only the leadership team or training department heads in a room, training designers should invite the “boots on the ground.” These are the top performers, the gurus, and the go-to people everyone in the organization knows and relies on. A facilitator leverages a process by which they can extrapolate all that delicious institutional or “tribal” knowledge that exists only in their heads.

Diversity of perspective is key here, so don’t be afraid to have a mix of people. Here’s a sample group:

The new person who really gets it! – That person on your team who’s been in a role for six months to a year and really seems to get it. He or she provides a fresh perspective.

The go-to person who has been there forever! – He or she can be described as having forgotten more about the job than most people will ever learn. They provide historical knowledge about how the role has changed over the years.

An adjacent collaborator role – Don’t be afraid to bring in someone who is not in the role, but “close” to it. This individual can provide an outsider’s perspective and bring knowledge and experience to a different role.

Key stakeholders – This group is essential because they need the results. They are often your champions who need to understand the process and often support your budget.

Step Two: Create an Occupational Definition – Prime their Minds!

Get everyone in the room focused on the role and get discussions about leadership, work ethic and good communication out of the way. You can use a simple quadrant matrix to document:

  • Reporting lines – Who does the role report to up, down and laterally.
  • Critical knowledge and skills – What specific skills are essential to doing the job well?
  • “Nice to have” abilities and traits – What type of person tends to perform well?
  • Learned but wasn’t taught – What were those “a-ha moments” your group had on the job?

Step Three: Define the Body of Knowledge for Peak Performance – The Meat and Potatoes!

A Duty/Task Matrix can be used to define the body of knowledge necessary to perform in the role. You only need some big post-it notes and sharpies. Get the information on the wall so everyone can see it. Put duties down the left, and tasks going across left to right. Here are the definitions and some examples:

  • Duties – This is a something that is top-of-mind for the role. It doesn’t have a beginning or an end. It is ever-present while on the job and usually ends in –ing. Some examples:

Restaurant Manager. Duty: Maintaining food safety

Automotive Maintenance Manager. Duty: Selling products and services

  • Tasks – These are processes or procedures that have a beginning and end. They usually can have a metric associated with them. These roles fulfill duties by repeatedly completing a series of tasks, usually four or more. A defined task requires an object, verb and qualifier. Some examples:

Restaurant Manager. Task: Wash hands properly

Automotive Maintenance Manager. Task: Write a customer-facing estimate

When you identify all the duties and the tasks required to fulfill a role, you’ve documented the entire body of knowledge used by your experts in the room. You’ve also just blown your LT away, because they had “no idea!” your people did all this stuff!

Step Four: Understand the Gaps and Criticality

Your Duty/Task Matrix stands before you and now you need to know where the information is and what tasks have the highest impact on performance. Here are steps to follow:

Draft a Gap Analysis – Go task by task. Where is it documented how to perform this task? In HR? Marketing? Sales? Ops? Or is it in one of your expert’s head? Has it been passed down over time? If it’s the latter, it’s a gap!

Consider criticality – Everything in your Duty/Task Matrix is important … but what’s most critical? Use a simple rubric and define the impact to the business, performance, individual or team upon failure. Ask the question: If the worker fails to perform this task, does anyone notice? Does it create some rework—possibly a lot? Will you lose a customer? Will someone get hurt?

Step Five: Build Your Plan

You now have all the information you need to build your plan. You know what the role looks like, contained in your Occupational Definition. You know the body of knowledge that needs to be learned, as described in your Duty/Task Matrix. You know what exists and what doesn’t, laid out in your Gap Analysis. And you know what information is critical to performance, as summarized in your Criticality Analysis.

You can build your Learning Maps for the role, from beginner to expert. You can start to design and develop training around the gaps that really impacts performance. You can map these duties and tasks to competencies and leverage them in cross-team training interactions, and make decisions on the right method for delivery

Now you are armed, much like a marketing department, with an analysis of your customer base and potential for results based on empirical data and not simply feelings. Now you can go to your LT with a plan that justifies a budget and will deliver results. Oh, and you’ve done it all in two days. Good luck!

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Best Practices Economics Entrepreneurship Management Marketing Personal Development Technology

Tesla is Redefining the Customer Experience

One of the harsh realities of this fast-paced digital world is that almost everything we buy is out of date by the time we get it home. To obtain the most value of any purchase, especially if it is an expensive one, we need to adopt a future mind-set to help us avoid picking up legacy products.

Driving has long been considered a symbol of personal freedom — an open road going forward, with almost limitless possibilities and opportunities on the horizon. For this reason alone, car manufacturers like to add new features that make us feel like we are purchasing a car that is equipped to transport us into the future.

I recently found myself wanting to replace my hybrid SUV. I have been very happy with my Lexus, but before buying, I wanted to see what the other major brands — including BMW, Mercedes, Porsche and Cadillac, to name a few — had to offer, to see which was most suited to me and my lifestyle. As you might guess, since I have been forecasting semi-autonomous as well as fully autonomous car features for decades now, I was interested to see what they had to offer at this point in time.

As you would expect, all of the high-end vehicles had great features, including automatic braking and various systems to alert you if you are about to change lanes and hit another car that is in your blind spot. However, it was when I drove the Tesla Model X that I felt like I was driving in the future. After that test drive, my view of the other brands was changed. All the others instantly felt like the past.

From a customer experience perspective, that’s a powerful shift. Any time you can make the competition seem like they are offering yesterday’s features and functions, and you are offering tomorrow’s, you can accelerate growth well into the future.

Buying a car has always been both a left-brain and a right-brain experience. On one hand, we would love to buy that just-out-of-reach dream car, the one that our emotional, creative side would love to have. On the other hand, our rational, logical, sensible mind wants the car to be safe, economical and not too expensive. Tesla has found a way to do both.

The realization that the Tesla is already offering a wealth of future-oriented features — features that can save lives, features you know we will all have someday — has the power to change how potential customers think.

Tesla, like Amazon, is what I call an Anticipatory Organization, one that identifies the Hard Trends that will happen and then uses that knowledge to turn disruption and change into its biggest advantage.

With all of this in mind, where would the greatest young engineering talent want to work? Ford, General Motors or Tesla? I suspect that Tesla would attract the talent because it is showcasing the future, today.

Rather than sitting around waiting to be disrupted, maybe it’s time to jump on board and disrupt both yourself and your industry, to become the disrupter. We often talk about legacy software and hardware holding businesses back, but the reality is that legacy thinking is far more damaging.

If your company wants to attract the most talented employees as well as the imaginations of future customers, you need to follow Hard Trends and learn to become anticipatory rather than getting better at reacting.

When I returned to the showroom a few weeks ago, it quickly became apparent that Tesla is a prime example of an Anticipatory Organization. The majority of competitors within the automotive industry are still taking incremental steps rather than exponential leaps. The majority have embraced the idea of agility as the best way to turn rapid change into an advantage. The problem they are finding is that all organizations are becoming agile organizations, which greatly decreases the advantage of agility and, more importantly, the main advantage of agility is that you can be far better than your slower competitors. Being agile is very important and we all should get better at it, but it is no longer enough.

It’s true that there is more uncertainty today than ever before. On the flipside of this coin is the science of certainty, learning to separate the Hard Trends that will happen from the Soft Trends that might happen. As the exponential pace of technological change continues, having the ability to foresee growing problems, disruptions, customer demands and new opportunities has never been more important.

Technology now surrounds us. The rapid rise of the internet of things (IoT) in our cities, businesses, infrastructure and even our homes will also raise the bar of both our expectations and demands. As our world continues to evolve, why would the automotive industry remain the same? Why would a dealership stay the same as it always has been? Why would I want to buy a new car that has only a few more new features than the car I’m driving now?

Having a business strategy based on certainty has low risk. Leaders now have a choice to anticipate today, before their competitors do, or find themselves left behind in the slow lane. What are you going to do?

Why deploy customer surveys when technology allows you to collect real-time user experiences? Learn to how an Anticipatory Organization saves money in R&D, marketing and other steps along the way.

Order Daniel Burrus’ book today!

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Economics Growth Industries Personal Development Technology

Will Your City Be a Smart City Soon?

Despite the apparent trade-off between privacy and efficiency, authorities across the globe are intent on becoming known for achieving smart city status and for the right reasons. Politicians are seeing the real benefits and cost savings that smart city initiatives can provide, and as citizens we need to get used to the idea of our towns collecting and making use of more and more data to reshape the world around us for the greater good.

As the number of connected sensors, machines and devices rapidly grows in crowded cities, the data generated will provide the ubiquitous big data that we often hear about. But we are only just beginning to realize the value in a network that increasingly consists of everyday objects. Everything from buildings, energy, traffic flow, education, healthcare and even elevators contains information that represents both the daily grind and natural flow of every city.

This increasing volume of data that is generated every second of every day should and will be put to great use in the months and years ahead. Now that we have fully embraced the concept of smart devices with our phones, and we are beginning to experience it in our cars and homes, it’s only natural that we now look to make our cities much smarter too.

Although we are slowly obtaining a greater understanding of the data that surrounds us, the good news is that positive results are already happening. Authorities are faced with a double-edged sword in which almost every choice comes with a compromise. For example, video surveillance in high crime areas has proven to reduce crime rates from 5% to 20%, but as a society, are we willing to reduce crime by introducing cameras watching our every move? This is the kind of trade-off we will have to face if we want to dramatically lower crime rates.

The traffic in every major city across the world is probably our biggest concern, given we have all experienced gridlock. Once again, technology comes to the rescue. Traffic signal optimization has shown to reduce travel times by up to 20%.  And let’s not forget the joy of trying to find a place to park. The average person spends 18 minutes per day trying to find a place to park. Smart parking systems can reduce up to 30% of congestion without authorities even needing to build new lanes and roads.

There is already a wealth of statistics available now that major technology research in cities has revealed the scope of the cost savings. For example, 40% of municipal energy costs comes from street lighting. Intelligent lighting can reduce energy costs by up to 20%. Lansing, Michigan, put in smart street lighting and was able to reduce costs by 70%, a big win for the mayor who championed the initiative.

As a word of caution, it appears that we are still very naive when it comes to security and our responsibility in this digital age. With so much of our lives and infrastructure getting connected, we all need to step up our game and appreciate the implications of ignoring security warnings.

For example, a recent report revealed how vulnerable our hospitals are to cyber-attacks and hackers. Maybe it’s our self-awareness that is in need of a 21st-century upgrade. In years past, 18 USB sticks were dropped purposely on multiple floors of a hospital. Within 24 hours, one of them had been plugged into a nurse’s station, infecting the network with malware, which gave the hackers access to the entire network.

With the majority of public-serving institutions at risk from hackers intent on causing chaos and disruption, it’s more important than ever to re-evaluate your level of security and threat prevention. Threats can appear in many different forms, such as ransomware that will lock all files and demand payment to unlock your data. The only positive aspect of ransomware is that it informs the user instantly of an infection.

However, there is also much stealthier malicious software that can be secretly stealing data or compromising systems completely under the radar of the establishment. Eliminating these risks by upgrading old systems is key, but so is educating users about understanding the vulnerabilities in the workplace and how to prevent them.

The creation of closed systems with hardware-embedded security will make it easier to predict and prevent cybercrime. Crime will continue to be a risk, but new advanced intelligent systems can help predict an attack and prevent it before it happens.

These security challenges should not damage the level of excitement and energy around the future possibilities. In this digital transition, we are merely taking another brave step forward, and there is no doubting how cash-strapped local and state agencies can become more efficient by better using data and implementing new technology.

Many large companies are involved in making cities smart, including Cisco, IBM, and Siemens. Cisco will happily advise governments that a smart city can save energy by 20%, reduce water consumption by 50%, crime by 20%, traffic by 30%, and so on. These facts, backed up by data, will be tough for those in control of budgets to resist.

Businesses, local and state agencies, committees, etc., will always be cost and data driven. Our evolving digital economy will ensure that smart cities, IoT, and local services will all become a natural part of our lives. Yes, there will be security and even privacy challenges, but this is a hard trend that will happen, so the time to start solving predictable problems is before they happen.

Many of our fears of a technology-fueled dystopian future are based on fictional literature and Hollywood movies. But we seldom stop to think that our future reality could be quite different from 1984 or the rise of machines that the Terminator franchise warned us about.

Real life is not always as interesting as art. The implementation of computerized sensors for nearly everything we know and love to drive down costs and improve efficiency could be as exciting as it gets. Is it such a bad thing?

Eliminating waste, intelligent traffic management and vast improvements to public transport during peak periods are mouthwatering prospects on their own. The belated arrival of e-government services, allowing faster access at a lower operating expense for taxpayers, should also be enough to convince even the biggest cynics.

I don’t believe this is an either-or situation. Technology should be able to improve every aspect of our lives in our homes, cities and world. We now interact with each other more than ever before, not less—contrary to popular opinion. The rise of the global community is enabling a greater understanding that shapes our world view and challenges age-old stereotypes.

As citizens of a global community, we expect our smartphones to provide us answers to any questions as they pop into our heads. We have developed an insatiable thirst for real-time information. Reliability and simplicity are expected to be standard, meaning this is how cities will soon be judged by both their inhabitants and visitors.

We now connect and interact in many different ways, which illustrates how technology is bringing us closer together. The real spirit and character that live inside every city across the world do not need to be sacrificed and will continue to thrive as long as we work to keep the best of our past and present, as we build a better future together.

Concentrating on resisting change or fearing the unknown is counterproductive. I have advised major businesses and governments for decades that the best way to improve planning is by learning to separate hard trends, the trends that will happen, from soft trends, the trends that might happen, and use this knowledge to shape the best future possible.

Innovation leads to disruption, not being disrupted. Learn more with the book, Anticipatory Organization, now available for purchase at www.TheAOBook.com
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Best Practices Body Language Entrepreneurship Investing Management Marketing Negotiations Sales Skills Women In Business

Threats, Consequences: How to Make You Powerful

“Never issue threats without considering the consequences. The consequences may leave you threatened.” -Greg Williams, The Master Negotiator & Body Language Expert

Do you attempt to move others to action with threats? And do you think about the unintended consequences of your intent?

Implement the following thoughts when considering whether to use threats to persuade someone to adopt your position, carry out your wishes, or acquiesce to your demands

How You’re Viewed:

When considering how you’ll project your power, remember the perception of its potency is determined by the perception of the receiver. Don’t project an image that’s too strong or weak for the situation. You’ll run the risk of being perceived as someone that’s overbearing or meek if you do. Suffice it to say, if your body language is misaligned with the persona displayed, you’ll detract from the strength of your persona and message.

Threats:

Some people rail at threats, while others acquiesce to them. Thus, you must know a person’s propensity to move, based on the application of your threats. If you use threats to chide someone and they view them as a challenge, you may unlock their stubborn beast. That could further cement them in their current position. If that was not your intent, you may have unforeseen consequences to confront. Always assess a threat’s probability of success to determine its viability.

Consequences:

In every situation, there are consequences to adopting one action versus another. When considering if you should utilize threats to coerce someone into adopting your will, consider the consequences they’re willing to undergo to deny your request. You should question the timing of your request, too.

If someone can subdue your consequences, due to alternative ways of escaping punishment, you will weaken those consequences. Your threats will be less impactful and less likely to move someone to the action you seek.

Know the person’s demeanor as it shifts in the moment, the probability of what they might do if you’re too stringent, and their tolerance for pressure. If you know that, you’ll have a better idea of how far you can pursue the conquering of their will.

There will be times when to look forward, you should reason backward. Thus, in some cases, if you start with the end in mind and work back from there, the action you should adopt in a situation will be waiting for your discovery. Once you assemble a winning plan that outlines the best ways to utilize the power of threats, you will be on your way to being perceived as a more powerful person in every situation you’re in … and everything will be right with the world.

What does this have to do with negotiations?

Anytime you wish to make a threat stronger in a negotiation, use it when your subject is reliant upon your good will. If they don’t have avenues of shelter to avoid your threats, you’ll be in a stronger position. They’ll be more likely to accept your mandates. By delivering your mandate with a voice of authority, you’ll increase the perception of its strength.

Threats affect the actions of all negotiators. To be more efficient in your negotiations, understand the mindset of the other negotiator, what she’s attempting to achieve, and how you might help her obtain it. With that, think about the different ways you can use threats to move her closer to your goals.

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/

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

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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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Body Language Human Resources Investing Management Marketing Negotiations Sales Skills Women In Business

How to Prevent Negotiator Anger Backlash that Kills Deals

“There are lots of ways to kill deals. Don’t let anger be one of them.” -Greg Williams, The Master Negotiator & Body Language Expert

“That offer angered me. They killed the deal by displaying that they had no respect for me. So, I shoved my chair to the wall, slammed my papers into my case, and walked away!” Does any of that invoke memories or stories of a negotiator’s actions that you’ve seen or heard?

Some form of anger is usually the tempest behind a negotiation’s demise. To prevent a negotiator’s anger and backlash that can kill your deal, always be mindful of your point of anger and that of the other negotiator.

Temper:

Losing your cool in a negotiation can make you run hot. That wasn’t meant to be funny. Too many times, negotiators forget to control their temper. When they do, they become irrational, engage in non-progressing actions, and infuse a degree of angst in themselves and the negotiation.

When you feel yourself getting upset during a negotiation, identify the cause. If your anger continues to rise, abate it by departing the environment and thoughts that are giving it life. Also remember that there’s another entity in the negotiation that you’re negotiating against. It’s your negotiation opponent. You should be mindful of your temperament as well as that of the other negotiator during the negotiation.

If the opposing negotiator becomes irate, assess the validity of his mood based on what triggered it; he may be using anger as a ruse. If his anger is genuine, alter the mood in the environment by changing elements in it; that may mean departing the environment that you’re in. Don’t attempt to negotiate in such climates. You may acquiesce when such is to your detriment.

Observe Body Language Signals:

Body language signals can be an omen of anger that’s lurking slightly beneath a negotiator’s mental surface. Such signals expose themselves by the removing of one’s glasses and tossing them aside (i.e. I don’t believe what I’m seeing), pinching the bridge of the nose (i.e. it’s getting stuffy in here; I need fresh air), rubbing palms while frowning or pouting (i.e. I’m warming up in anticipation for battle). During such occasions, whether it’s your actions or that of the other negotiator, note body language gestures that may foreshadow anger. Some will not be as obvious as others (e.g. pounding the table with a fist(s), waving the back of the hand with power coupled with words of dread, sounding exasperated).

Deal Conclusion:

The way a negotiation concludes can be the opening of a deal-killer. If anger has permeated the interactions between the negotiators prior to a deal, there may be a lingering angst promoted by that residue. To enhance the probability that the deal will become consummated, address that residue. Be sure it’s completely abated before departing the negotiation table.

Deal-breakers are always seeking life to kill a deal. By being more vigilant to what gives life to anger, you can prevent its backlash from invading your negotiations. You’ll no longer fall prey to the profound and insidiousness that anger uses to rip at the negotiation process. You’ll be in control of yourself, the other negotiator, and the negotiation … 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/

#Anger #Prevent #Backlash #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 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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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/

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Aha – What Just Happened?

“Never let thoughts lazily reside in your imagination. Some seek life to serve you.” -Greg Williams, The Master Negotiator & Body Language Expert 

Do you take note of what’s occurring when you’re in different environments? If you don’t, you’re missing aha moments. Aha moments occur when your paradigm shifts about a perspective. That paradigm shift can lead to greater understandings about how you perceive your environments. Some aha moments are truly life-changing.

Aha – Don’t focus on ‘too’ easy or ‘too’ difficult. Assess the degree of difficulty associated with any task you contemplate, but don’t be over obsessive. If you think a task is too easy, you might put off addressing it because you think it will only take a short amount of time to complete. If you think it’ll be too difficult you might put it off altogether.

Aha – You don’t know what you don’t know. When making decisions, consider what you might not know that could add value to your thoughts. If the possibility of what you don’t know is overwhelming, delay your decision, continue thinking.

Aha – Everyone has the same amount of time and yet some are more successful than others. The account for their success lies in the way they utilize time. There are 1440 minutes in a day. To become more successful in life, don’t ‘kill’ time; use it to improve yourself. Make the most of the time you have.

The moment you embrace aha moments as enhancers in life, you will begin to elevate your life … and everything will be right with the world.

What does this have to do with negotiations?

When negotiating, what do you hear? What do you see? Does your periscope seek aha moments? There’s hidden value in such moments. You’ll only experience them if you’re watchful. Here’s how you can become more attuned to the possibility of aha moments.

Keep an open mind.

Be receptive to ideas, suggestions, and offers that initially may not be appealing. By considering the offer from other perspectives, you may experience that aha moment that leads to a greater outcome.

What’s that background noise?

Background noise can be a metaphor for anything that alters your perception. In some cases, negotiators have manipulated their environment by lacing it with different aromas. The opposing negotiator was not mindful of the fact that the maneuver was stimulating him. Had he realized, he may have recognized the aha that was captivating his senses.

Change environments. 

Changing environments opens the doorway to aha moments. When you feel stumped in a negotiation, call a timeout. Take a break to alter the way you’re thinking.

In your next negotiation, take note of what you’re not paying attention to. Ask yourself why your new thought had not captured your attention before. What you’ll experience is another way to uncover aha moments.

Thank you Mitchell Levy, The AHA Guy at AHAthat and TEDx Speaker

– Watch Mitchell’s TED talk: BEing Seen and BEing Heard as a Thought Leader

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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How to Uncover More Hidden Value Opportunities When Negotiating

“Opportunities are concealed in hidden value. Heighten your sense of value and you’ll uncover more hidden value opportunities.” -Greg Williams, The Master Negotiator & Body Language Expert 

“Did you really want those bananas?” That was the question asked as one friend watched another negotiate the price of a lamp. “Yes, I wanted them”, was the reply. “I love bananas, especially when they’re free!”

Bananas can be a metaphor for anything you get as a bonus when negotiating.

Two friends were at a flee market. One saw a unique USB lamp. He asked the seller for the cost. The reply was $7. The friend offered $5. The seller said he paid more than that. So, the friend offered $6. The seller still said no. With that, the friend turned and began walking away. As he did, he spotted bananas. He turned and said, I’ll give you $7 for the lamp if you’ll give me seven bananas and the lamp. The seller said, okay. He gave the buyer the lamp, along with seven bananas, and that consummated the deal. That occurred even though the seller had the bananas listed at sixty cents each.

Objective:

When you negotiate, do you note your real objective? In the situation above, the objective was not to get the lamp for less than $7, it was to maximize the purchasing power of the $7. The bananas added value to that purchasing power. That recognition helped the friend bring the deal to fruition.

Hidden Value:

When contemplating the objective of a negotiation, consider the hidden value that might provide added value to the outcome. That will afford you more flexibility in achieving your objective. It will also stave off possible impasses in the negotiation. Not only should you consider what you might seek as added value, you should consider the same for the other negotiator. Considering his perspective of added value will give you a possible bargaining chip to overcome a point of contention.

In part, you can entice the opposition to possess a red herring; a red herring would be something that you professed as having value. Feign extreme hardship at forgoing it, to give it added value. Offer it as a trade for what you’re seeking, or to help bridge the gulf between what the other negotiator seeks from the negotiation.

Know the Needs:

To employ the use of added value successfully, know what added value is. Per the way the other negotiator perceives it, obtain insights from conversations and her writings before the negotiation. Do that by acquiring foreknowledge from friends and associates of hers. For your own means, consider everything you might want from the negotiation and how obtaining it would add value to your outcome expectations. For either of you, that can be in the form of financial, prestige, or perceived as being fair. Whatever it is, know what it is and use it appropriately.

Before you set out to negotiate, consider the different ways you might enhance the negotiation. Consider the possibilities that might present themselves as an added value to the outcome. Some may be things that you don’t really want. Nevertheless, you can use them as chits to enhance the probability of getting more from every negotiation you’re in. By uncovering more hidden value opportunities when negotiating, you’ll enhance your negotiation position, power, and outcome … 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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