The 7 Most Common Negotiating Mistakes

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While even the word ‘negotiation’ can evoke fear, stress and anxiety for many, the intent is quite simple: to discuss and ultimately agree on a deal. Whether it’s a multimillion dollar contract or just deciding where to meet for lunch, life is rife with negotiations. And, the negotiation process is a lot like a chess game where strategy reigns supreme — one thoughtfully considered move at a time. Make a careless, short-sighted, ill-conceived move and suffer the perilous consequences.

Even when faced with the most daunting of deals, regarding the act of negotiation as a ‘game’ may alleviate the apprehension and give you the confidence to make power plays that will ultimately facilitate your desired result. Unlike strategy games like chess, however, the most effective deals are a win-win proposition for all parties rather than a winner-loser result.

The 7 Most Common Mistakes that are Made During a Negotiation

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About the Author

Eldonna Lewis-FernandezVeteran negotiation and contracts expert Eldonna Lewis-Fernandez, author of Think Like a Negotiator, has over 30 years of experience crafting killer deals both stateside and internationally, many in excess of $100 million. She’s currently the CEO of Dynamic Vision International—a specialized consulting and training firm that helps individuals hone negotiation skills—as well as a nationally regarded keynote speaker, session leader and panelist on the Art of Negotiation. Eldonna may be reached online at www.ThinkLikeANegotiator.com.

The Big Picture of Business – Biggest Excuses They Use… and You Should Avoid: Rationales and Reasons Why Businesses Fail

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Some people and organizations go to great extremes to place spins, rationalize or save face. Often, sweeping generalizations involve making far-fetched excuses or scapegoating someone else.

Criticizing others may be cloaked as a subtle or even polite dialog. Yet, behind these often-voiced expressions lie fallacies in reasoning, the wrong facts, jealousy, animosity, personal self-defeat or cluelessness of the speaker.

When people pose the following questions or statements, there often lurk sarcasm or hidden agendas behind the ‘seemingly innocent’ comments.

Failing to make investments in future company success:

  • I’m building a new house right now. Just took a vacation. Got to send the kid to college (or some other personal reason).
  • We just bought a piece of computer software.
  • Have to make cuts everywhere else to pay for rising production costs.
  • We make a good product… that should be enough.
  • Why must we spend time on things other than our core business?
  • We can dispense with all that employee training and professional development.
  • We just cannot afford to make the investments.

Rationalizing organizational setbacks:

  • We were growing too fast anyway.
  • It was time to pull in our reins and get back to basics.
  • We took a risk once, and it didn’t work out.
  • This hasn’t been our lucky year.
  • If we didn’t have so much (any) competition, then we would be on Easy Street.
  • That was caused by previous management. We blame it on them.
  • We’re lean and mean now… cut out all the fat.
  • Our people just need to work a little harder.
  • Economic forces beyond our control are at work. But, we’re still making money.
  • If our people would think more about what they’re doing, then we would be successful.
  • That’s our problem… people thinking but not doing… people doing but not thinking.

Rationalizing poor service or quality:

  • You won’t get it any better elsewhere. If you don’t believe it, go try to find out.
  • We’re number one in sales.
  • Our people were hired to do their jobs. They know what they’re doing.
  • Nobody has complained about this issue before. The problem must be with you.
  • Quality is our middle name.
  • We’ve got the latest technology.
  • If you can do so much better, why don’t you go try.
  • Profitability is all that matters.
  • Customers are a dime a dozen. They can be easily replaced.
  • We’re running this business for us, not for them.
  • We got an automated phone system to take care of all that.
  • Customer service is as good as it always was. Quality is as good as it ever will be.

Blaming problems upon others:

  • Our consultant told us to do it.
  • We’re waiting to see what (governmental entity) will do.
  • We’re good at what we do. No need to change.
  • People are expendable. If they don’t like it, they can leave. Workers are easily replaced.
  • Our accountant says we cannot afford that right now.
  • Our ad campaign backfired.
  • We’re too worried about _____ (some item in the news… the latest source of gossip).
  • Interest rates are too high.
  • Our lawyer can take care of any problems that arise. Until then, it’s business as usual.
  • Ethics and standards… those are for chumps. Making the big bucks is all that matters.

Avoiding change, denying the need for change:

  • What worked before works now… always will.
  • Things will always stay the same here.
  • Once the PR crisis passes, things will get back to normal.
  • Can’t change the weather or the world. So, why bother trying to change anything else.
  • That’s just the way he-she is. Learn to live with it.
  • Our human resources department takes care of that.
  • We’re afraid of litigation.
  • There’s not a thing that we can do to change things. The status quo is perfectly acceptable.
  • That’s the way the cookie crumbles. That’s life. What are you gonna do about it?

Not engaging in planning for future operations:

  • So what are you gonna do about it?
  • There’s too much talk about planning. We’re just busy doing things.
  • We have a Mission Statement.
  • Money covers up a lot of ills.
  • We have annual sales projections.
  • Good things happen to good people. It will be our turn soon.
  • Surely, things will work themselves out.

Common Sense Retorts to Sweeping Generalizations

Here are some of the common mis-statements that people make. Some do so to avoid addressing the real business issues head-on. Others never had the rationales and their implications explained to them properly.

The savvy business executive or advisor will offer pro-active follow-ups. Trite statements should not just sit as they are made. By responding realistically and with an eye toward company improvement, you’ll be doing colleagues a service. Examples:

This company reflects the character of its CEO. Sadly, that’s true… to extremes. Many companies are ego-driven. The wise CEO is one who listens to others, surrounds himself-herself with smart people and fosters a spirit of teamwork. A good company is not predicated upon one personality but, instead, has adopted a corporate culture that thinks and feels.

Our company has got the most up to date technology. Companies spend disproportionate amounts of money on technology and neglect their people, processes and policies. Technology represents less than 1% of an organization’s pie chart. Technology should be addressed as a tool of the trade… the bigger issues being a cohesive plan of action and organizational vision.

We must be doing something right. Some companies succeed in their early stages because of raw energy. Conditions change…as should the companies. We must encourage colleagues to honestly examine reasons for their initial success and caution them that Continuous Quality Improvement is necessary. Companies must always grow to “the next tier” and not rest upon laurels.

If it ain’t broke, don’t fix it. This is probably the worst cop-out. There is no organization that is totally perfect and cannot stand some fine-tuning.

We are a very quality-oriented company. Quality is as quality does. Some organizations pay considerable lip service to quality but are clueless as to what it really is, what it means or how it can be sustained. Quality is a conscious, continuous effort to plan, think, act and measure. Quality is neither a quick fix for problems nor a shortcut to success and riches.

We know what our customers want. This is usually said to challenge suggestions that better customer service might be necessary. Sadly, companies pay mostly lip service toward customer service. They don’t stimulate enough dialog. When you suggest that a more targeted customer focus would benefit all, including their bottom line, management often gets pious, argumentative and confrontational. Or, they just look the other way, while the customers go elsewhere.

Success speaks for itself. People who enjoy temporarily high sales love to crow. To them, monetary volume is the ‘definition’ of success. You should do with business with them because they are a “winner,” so they claim. In reality, no single market shift speaks completely for itself. Sales rankings vary, with various influencers. Many factors contribute toward long-term success, which is a road filled with ups and downs. Everything is subject to interpretation. Organizations must educate consumers, in a pro-active way, on how to best utilize their products-services.

Ways to Avoid Negative Euphemisms:

  • Put more emphasis upon substance, rather than flash and sizzle.
  • Look outside the organization, instead of keeping your total focus internal.
  • Challenge negative comments and make accusers accountable for false claims.
  • Keep communications open and continual.
  • Refrain from making false representations.
  • Abilities to think, reason, take risks and feel gut human instincts must all be nurtured.
  • Take advice from all sources. Do research. Get informed counsel from seasoned advisers.
  • Document and comprehend the reasons for successes.
  • Empower the organization to embrace/embody the corporate culture.
  • Learn to manage change, rather than become a victim of it.

About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.

The Advisor’s Corner – Leadership 101: 7 Key Reminders

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Leadership 101: 7 Key RemindersQuestion:

I was just promoted into a role where I now supervise other people for the first time, so what do I have to keep in mind?

StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor)

The basics of leading well have not changed since the beginning of human time, and are not likely to do so anytime soon. The lessons of Leadership 101 are not optional for any leader and yet, so many talented, smart people are struggling because somehow they skipped important steps or were pushed up before learning and integrating the BASICS of good leadership. The havoc that results from ignoring the basics cannot be overstated.

The problem is… the individual star player/performer often arrives on the job without the skills to be a star coach. Excellent leadership is the exception not the norm. Sadly, it’s more often by luck, than by design, that we have any good leaders at all.

The great news is that each of us who lead other people can make a big dent in this dysfunctional paradigm, and SHIFT it. Here are SEVEN BASICS that I hope will inspire you to become the leader your people deserve. I chose these because they are so foundational and yet, often forgotten.

1. Focus on what matters most and not on what matters least. People matter more than things. Values matter more than vision. Vision matters more than strategies. The end does not justify the means when core values are violated.

2. Reward what you want and not what you don’t. This is such a basic stimulus response no-brainer, yet leaders continuously fall into the trap of rewarding and giving attention to what they don’t, like giving a poor performer flexplace just to get them out of their hair instead of dealing with the performance issues.

3. If leading other people isn’t fun for you, don’t do it. Leading requires managing relationships well and people are messy. If you aren’t interested in the complexities of managing people including dealing with their conflicts, giving constructive feedback, and inspiring them, then leading people may not be for you. Do what you really love instead. You and they will be much happier.

4. Treat every person with dignity. The Golden is ‘treat others as you wish to be treated.’ That’s about fairness and our common humanity. My Platinum Rule is, ‘treat others as they wish to be treated.” That is about demonstrating empathy and that everyone has their own needs, personalities, experiences, motivators, and fears. Good leaders learn what those things are for each person, and pay attention to them.

5. Make time to think. If your calendar is littered with meetings you don’t want or need to attend, change it. If you are caught up in the ‘tyranny of the urgent,’ stop it. Over scheduling means you aren’t making time for thinking, and when you aren’t thinking you cannot lead well and do the things that are truly important – including developing your people and yourself.

6. Listen – Listen – and then Listen some more. If you are not listening, you are not leading – period. Notice the quality of your listening and dialogue skills. Yes, it is important that you share what you think and feel with your people. HOW you share, and how you truly listen to others’ ideas and concerns will help define your leadership.

7. Model what you expect and want from others. People are watching and listening ALL the time to every single thing you do and say. Your values, your behaviors, and your actions (including body language) send powerful messages to those you lead. You will receive your own words and actions in return from them – so consider what you model very carefully.

If ALL you do as a leader of other people is to pay attention to and deepen your skills within these basics, you will do well indeed.

About the Author

Roxi HewertsonLeadership authority Roxana (Roxi) Hewertson is a no-nonsense business veteran revered for her nuts-and-bolts, tell-it-like-it-is approach and practical, out-of-the-box insights that help both emerging and expert managers, executives and owners boost quantifiable job performance in various mission critical facets of business. Through AskRoxi.com, Roxi — “the Dear Abby of Leadership” — imparts invaluable free advice to managers and leaders at all levels, from the bullpen to the boardroom, to help them solve problems, become more effective and realize a higher measure of business and career success.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].

Telephone Communication: Make an Impression!

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StrategyDriven Business Communications ArticleIn our global market place we are now conducting business with people we have not and may never meet. That means that now more than ever, being able to communicate in a clear and professional manner on the phone is critical to success in today’s business world. However, strong telephone communication is more complicated than many people realize. Experts say that up to 90% of communication is non-verbal. This means that talking on the telephone can be a particularly challenging communication task, since all of that non-verbal support is removed. However, there are ways you can compensate for the loss of that non-verbal communication and make sure you leave an impression each and every time you speak on the phone.

The most important rule for telephone communication is also the simplest: speak slowly and clearly. Many people are unsure of their telephone communication skills; because of this, they have a tendency to speak rapidly, making their speech difficult to understand. Simply introducing one’s name can be lost in the rapid delivery. During telephone conversations, make an effort to speak a little more slowly than usual, and make sure that you are pronouncing each letter of every word. It is also critical to speak as clearly as possible. Because the other person can’t see your mouth, clear, crisp communication is even more important than usual. Enunciate each syllable and pronounce each letter of every word (especially the consonants at the end of a word).

When you are spelling a name or giving an e-mail address be sure to provide examples for difficult to understand letters. Some letters can be easily mistaken for one another over the phone, for example, P and T, M and N, and T and D. Examples can help avoid misunderstandings and make sure that critical contact information isn’t lost. For instance, “My e-mail address is B- as in boy, O- B- as in boy, R- D- as in dog at gmail dot com.”

Another important way to compensate for the lack of non-verbal communication is with the tone of your voice. Since the listener is unable to see your face , making an impression with your speaking style is crucial. New research shows the sound of a person’s voice strongly influences how he or she is seen. According to Quantifed Impression, an Austin, Texas communications analytics company, the sound of a speaker’s voice matters twice as much as the content of the message. When was the last time you thought about the tone with which you were conveying your message? A strong, smooth voice can enhance your chances of rising to CEO. On the other hand, a nasal whine, a raspy tone or strident volume can drive colleagues to distraction according to an article in the Wall Street Journal published in April, 2013.

Even though the person you’re talking to can’t see you, you should sit up straight or even stand up when speaking on the phone. Posture can affect your breath support and poor posture can result in a weak voice. In addition, your position can have a psychological effect on the way you communicate. If you are in a reclined or slouched position, you may be more likely to sound overly casual and relaxed. Standing up or sitting straight will help you sound more energetic.

There are innumerable times that the telephone sets the tone for future opportunity. Whether conducting a teleconference, interviewing remotely for a position, or reaching out to future clients, a telephone conversation can often make or break an opportunity. By taking the time to improve your telephone communication skills, you can establish your professional credibility, improve the clarity of your message, and create an atmosphere where both parties look forward to reconnecting in the future.

If you are interested in learning more ways to improve your telephone communication skills, contact Jayne at [email protected] to receive our free handout, Sixteen Tips to Excel on the Telephone.

In the meantime visit, www.corporatespeechsolutions.com, to learn more.

About the Author

Jayne LatzJayne Latz is an expert in communication and CEO of Corporate Speech Solutions, LLC. She has worked as a speech trainer, coach, professional speaker, and has co-authored two books titled, Talking Business: A Guide to Professional Communication and Talking Business: When English is Your Second Language. She was recently featured in The Wall Street Journal and on The TODAY Show.

Treat Job Interviews on the Phone, Via Skype or Video Conference as You Would In Person

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With nearly half of all interviews for technology-related jobs being conducted remotely, job seekers should prepare for them just as they would for an in-person interview at the company’s own offices.

More companies are conducting interviews with job candidates via phone, Skype or video conference, especially for first interviews where a hiring manager is simply trying to pre-screen candidates for the team or when a candidate lives too far away to justify flying in for a quick interview at this early stage in the process. But job seekers are not always comfortable with the virtual aspect of this kind of interview.

Unfortunately, lack of preparation for a remote interview can put even the best candidate in an unfavorable light and ruin their chances for a next round, onsite interview. The saying, “Failing to prepare is preparing to fail,” really rings true in these situations.

Here are some suggestions for job seekers who stand a good chance of having to be interviewed remotely:

  • Land lines still offer the best connection: When possible, arrange to conduct the interview over a land line. Cell calls, which are more routine than ever, still get dropped and can prove unreliable in the most important moments.
  • Go to a quiet place: A barking dog, crying baby or street traffic all present a distraction. Make sure you conduct your interview in a quiet room with the door closed, just as you would be doing if you were interviewing onsite at the prospective employer.
  • Get a pen and paper: Have something to write on and write with, as well as a copy of your resume, with you. Just as you would during an in-person interview, jot down important questions you want to ask, readily reference dates and key skills on your resume. Take notes about the position that the hiring manager shares with you.
  • Have questions ready: Make sure you have two or three questions to ask about the position ready to ask at the end of the call. The hiring manager will most likely ask if you have any questions. In an effort to both reinforce your interest in the position, as well as cover those aspects of the position you are keen to have answers about, have those questions ready to share. Ask for example “Am I a fit for the role?” or “What are my next steps?” These reinforce that you are very interested in the position.
  • Be timely: Showing up late for a job interview is getting off on the wrong foot. Be as punctual for those remote interviews as you would be in person.
  • Dress appropriately: Even if the interview is virtual, make sure to dress for the office culture you are interviewing for. If it’s business casual, wear a button-down shirt and slacks. If it’s a suit-and-tie shop, dress to impress. The only exception would be if you are coming from your current job where the dress code is different. Regardless, dress to impress. T-shirts and jeans are never suitable attire for any job interview.
  • Think on your feet: If you are conducting the interview via phone, stand up when you are speaking. You will naturally have more conviction in your voice and this translates to confidence and a smile.
  • Sit up straight: If your interviewer can see you during your remote interview, sit up straight with both feet on the floor. Also, feel free to gesture naturally with your hands if you do so when you are speaking in person. You will come across naturally and with confidence, as well.
  • Practice, practice, practice: Sometimes the technology associated with a remote interview makes people uncomfortable. Practice on Skype with a friend; find your best angle; and get comfortable with the controls, volume and camera position, for example. Do the interview on a laptop or computer screen versus an iPad. Don’t wear white, since it is a bad choice on camera; wear a blue shirt instead. Keep jewelry to a minimum. Wear a jacket if you are prone to sweating when you are nervous.

While in-person interviews are always preferable, remote ones have become the norm, except for C-Suite executives. If you are offered a choice, always go with the in-person interview. But if not, you CAN take the steps necessary to leave a good impression.

About the Author

Kathy HarrisKathy Harris is Managing Partner of New York City-based Harris Allied, an executive search firm specializing in Technology, UX/UI Design and Quant Analyst placement services in the Financial Services, Professional Services, Consumer Products, Digital Media and Tech Industries For more information, visit www.harrisallied.com. Contact Kathy Harris at [email protected].