Negotiating and Influencing for Results

Andrew Brough
Senior Learning Consultant I

D E

WELCOME TO: S
A L

Negotiating
and influencing for
results

e-introduction: Andy Brough
Professional experience: Negotiation Skills Coach,
Broadcast professional, lecturer,
Member of the Global Speakers
Federation, Chartered Marketer,
Ph.D Candidate
Andy Brough

Favourite Quote: “The growth and development of
people is the highest calling of
leadership.” Harvey S. Firestone

Favourite Book: Outliers – Malcolm Gladwell

What really motivates me: Any opportunity to encourage my
family

What really annoys me: Stereotyping

My definition of success: Equipping for Excellence

© Transnational Management Associates Ltd. 2011. [HP NIR] 2

Definitions

Negotiating is…
An attempt by two or more parties to reach a durable agreement on
complex issues under the following conditions:
• Limited resource
• Differing expectations
• Conflict and agreement exist simultaneously


Definitions

Influencing is…
• effectively using sources of power and persuasion strategies to
achieve desired results within a given (e.g. negotiating) context.


I D E A L S Framework
Inner Voice – the personal
drivers behind preferred approach
to negotiating and influencing

I Diagnose – research, plan and
Inner Voice prepare for successful negotiation
Employing Strategy – explore
needs, establish common ground
E and configure opening offers
D Employing
Diagnose Strategy Adaptive Communication –
questioning, listening and
influencing skills in the context of
A L S global business negotiation
Secure the
Adaptive Look for
Deal
Communication Options
Look for Options – enlarge the
scope of the deal, create value and
apply creativity to the negotiation
process
Secure the Deal – conclude
agreements with proper care for
successful implementation


1- Negotiation Styles

High
Competing Collaborating
Competing Collaborating
Creatively solve
Win at any cost
Concern for outcome

problems so both
win
Compromising
Compromising
Split the difference

Avoiding Accommodating
Avoiding
Take whatever you Accommodating
Build friendly
can get relationships
Low
Low High
Concern for relationship

1- Negotiation Styles:
Internal and External Power

Where does power come from?

Power is… Negative? Positive?

1.0 © Transnational Management Associates Ltd. 2011. [HP NIR] 7

1- Negotiation Style:
Internal and External Power

Internal – more control over External – less control over

Personal Power
 Legal
 Knowledge
 Political
 Perception / Attribution
 Timeframe
 Preparation
 Financial / Economic
 Network (who knows how to…)
 Mandate and Authorization
 Cultural Intelligence
 Cultural
 Social skills (style)
 Soft and hard skills (capabilities)

Positional Power
 Authorization
 Information
 Access to resources


1 – Negotiation Process

Making and responding
to offers
Fact Finding / Closed questions -
Open Questions – Yes/No
identifying
interests
Using conditional Narrow /
Explore offers and options Qualify
to build the deal


2 - A Process for Diagnosing a Negotiation

ANALYZE PLAYERS
Who?
& PERCEPTIONS

UNDERSTAND Where?
CONTEXT

ESTABLISH TARGETS
What?
(priorities)

IDENTIFY SCOPE
Impact?
(Beyond the deal)


3 - Principled Negotiation

When each side understands the other’s interests it is possible to create
alternatives that are mutually beneficial.

How?

 Separate the people from the problem

 Focus on interests, not positions

 Look for options for mutual gain

 Objective criteria and data

 BATNA for negotiation


3 – Integrative Negotiation:
Setting Expectations

Goodwill Positive

Different Different
Common ground Needs /
Needs /
Interests Interests

Opportunity


3 - How to Approach Influencing: Implement

• Treat your meeting as a negotiation

• Use a collaborative approach

• Ask questions to facilitate consideration

• Clarify that the change is being made for the good of all

• Check on agreement with need

• Consider reasonable requests for tailoring the solution

• Avoid emotionality


Thank you for your participation

Please visit our website
www.tmaworld.com
Get in touch!

Contact us at enquiries@tmaworld.com

or Andy directly at abrough@tmaworld.com

TMA World is a leader in developing talent for the global workplace.


About TMA World
TMA World is a leader in developing talent for the
global workplace.

Across 50 countries we apply a blend of experiential
workshops and e-learning methodologies to enable
individuals at all levels to lead and collaborate across
distances and difference:
Develop leaders - who possess appropriate global mindsets and competencies
Engage global teams - to collaborate seamlessly and support international growth
Achieve consistency - across cultures, methodologies and management
Harmonize cross-border relationships - both internally and externally
Unify your people - to enable the free flow of ideas and skills globally
To find out more about how we can help you address your learning and development
challenges, please contact us at enquiries@tmaworld.com or visit our website
www.tmaworld.com
London New York San Francisco Hong Kong Singapore Bangalore Moscow


TMA World Publications
Written by Terence Brake, President, TMA World-Americas http://virtualteamwork.blogspot.com

Where In The World Is My Team? Making a success of your virtual
global workplace THE FUTURE OF VIRTUAL
‘Where In The World Is My Team? Making a success of your virtual global
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workplace’ addresses the issues of ‘Sanity, Survival and Success in Global COLLABORATION
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Globalization may have become a cliché, but that doesn’t make it any less real or on virtual teamwork and
any easier to achieve and sustain. Global competitiveness requires continuous collaboration. Enjoy!
attention to core capabilities. ‘The Global Leader’ addresses one of the most
critical capabilities needed for winning in this new business environment: a
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Managing Globally
‘Managing Globally’ is a practical, self-help guide to help you develop key
management skills for working with other cultures. Packed with essential tips and
advice you will learn how to adapt to different working practices, from
overcoming language barriers, making presentations and carrying out
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A comprehensive guide to learning key management skills, understanding core
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