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Ready, Fire, Aim Negotiation Skills for Administrative Professionals

Ready, Fire, Aim Negotiation Skills for Administrative Professionals. Kevin Hoehn, PharmD, MBA, CGP, BCPS. Critical Thinking Exercise. How do you put a giraffe into a refrigerator?. This is an assessment of your critical thinking skills. Critical Thinking Exercise.

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Ready, Fire, Aim Negotiation Skills for Administrative Professionals

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  1. Ready, Fire, AimNegotiation Skills for Administrative Professionals Kevin Hoehn, PharmD, MBA, CGP, BCPS

  2. Critical Thinking Exercise • How do you put a giraffe into a refrigerator? This is an assessment of your critical thinking skills.

  3. Critical Thinking Exercise • How do you put an elephant into a refrigerator? This tests your ability to think through the repercussions of your previous actions.

  4. Critical Thinking Exercise • The Lion King is hosting an animal conference. All the animals attend…except one. Which animal does not attend? This tests your memory

  5. Critical Thinking Exercise • There is a river you must cross but it is used by crocodiles, and you do not have a boat. How do you manage it? This tests whether you learn quickly from your mistakes.

  6. Selling An Idea Selling An Idea

  7. Seven Letters

  8. Bob Bogle’s Pitch • Basic Principles of Effective Persuasion • Specific goal • Decision maker identified • Credibility • Appealed to core interest • Relationship

  9. Negotiaphobia

  10. What Do You Negotiate???

  11. Why Negotiate • Impacts every aspect of our lives • Deals we strike on the job • Relationships • Transactions • Key is flexibility • Two Gospels • Collaborate • Compete

  12. Negotiation for Success • What issues do you regularly negotiate? • What resources do you negotiate for regularly and with whom? • What results does your style produce? • What are the obstacles? • Does “no” mean “not yes yet”

  13. Separate People from the Problem • Relationships entangled with problems • Tend to favor some, dislike others • Negotiation almost always involves fear • Said vs. heard • Mind reading • Perception=reality

  14. Negotiation Zone

  15. Fallen Queen

  16. Two Letters

  17. Lincoln’s Approach • Politically sensitive moment • First acknowledged need for status • Concern for reputation-private avenue vs. public • Addressed Seward’s delicate, injured ego

  18. Six main channels of influenceSix Main Channels of Influence • Persuasion Skills and Aptitudes • Authority • Rationality • Vision • Relationships • Interests • Politics

  19. Cognitive Perspective Taking • Six main channels of persuasion • Methods of idea selling • Six different notes on a piano • Attract other’s attention and influence decisions • Five persuasion styles • Direct or indirect • Hint or be blunt • Identify communication baselines • Approaching people when time is precious • Preparation adjustments

  20. Six Channels Survey

  21. Six Channels SurveyDecoding the Results • Authority • Tendency to use influence based on your formal position in the organization • Reliance on authoritative rules, regulations, and standards • Very common in organizations • High score indicates position requiring order giving or directions • If position does not offer this authority but called on to direct will cause job related stress

  22. Six Channels SurveyDecoding the Results • Rationality • Rely on data-oriented reasons to persuade • Second most used persuasion style • Used in bottom-up or peer-to-peer situations

  23. Six Channels SurveyDecoding the Results • Vision • Most overtly emotional of the six • Persuasion based on shared purposes, hopes, fears, and dreams • May not be taken seriously

  24. Vision • Netflix Vision

  25. Reed Hastings

  26. Six Channels SurveyDecoding the Results • Relationships • Enjoy establishing genuine one-on-one connections with others • Will call coworker “friend” • Small favors done in name of friendship • Mutual obligation forms the foundation of the influence • Lubricant that turns the organization gears • Genuinely help colleagues • Networking

  27. Six Channels SurveyDecoding the Results • Interests • How much you refer to interests, needs, and incentives • Resolve resource allocation, horse trading • Involve salary, head count, work assignments, hours, or technology • Low score indicate these situations may generate anxiety • 50% executives struggle with inside-the-organization issues

  28. Six Channels SurveyDecoding the Results • Politics • Nature of the beast • Only so much power to go around • Score indicates amount of politics recognized • Score indicates comfort level with maneuvering within your group to manage this aspect • May need to use this channel for success • May be a survival skill in a highly political environment • High scores pay attention to social networks that channel power and influence • Study politicians

  29. Persuasion Principles • Framing • Trust and disclosure • Shoot or hold fire • Feelings and behaviors • Hearing vs. listening • BATNA

  30. The Power of Framing Smoking and Praying

  31. The Power of Framing • There is a powerful relationship between how we frame bargaining situations and how we act within them. • If a situation is framed as competitive-- win/lose—then we withhold information. It automatically becomes competitive. • If a situation is framed as collaborative-- win/win—then we share information. This creates the possibility of collaboration. • Self-fulfilling prophecies are powerful.

  32. Trust and Disclosure • Relationship = trust + risk + self disclosure • Trust = risk + self disclosure + relationship • Risk = self disclosure + relationship + trust • Self disclosure = relationship + trust + risk

  33. Trust and Disclosure • There is a direct relationship between trust and disclosure of information: each can stimulate the other and create ongoing cycles of trust. Trust steadily increases. • Mistrust and withholding of information can also stimulate the other and create ongoing cycles of mistrust. Trust steadily decreases.

  34. Shoot or Hold Your Fire?

  35. Shoot or Hold Your Fire? • In a bargaining situation such as this, before competing or collaborating with the other person, what should you do first? • It is important to identify which goals are compatible before deciding whether competition or cooperation is important. We may assume competition exists when it may not be appropriate to do so.

  36. Feelings and Behaviors • There is a direct, powerful relationship between the emotions we experience in a negotiation and our behaviors. • To the extent that we are aware of these emotions, we can control them. • If we remain unaware of our feelings, they will control us … and we may not like the results.

  37. Hearing Vs. Listening

  38. Recognize a fork in the road

  39. BATNA • BATNA = best alternative to a negotiated agreement • BATNA in a “no-deal” situation • List actions one might take if agreement cannot be met • Raise promising ideas to practical options • Select next best step in the right direction

  40. Distinct Persuasion Roles

  41. Three Critical Questions • What is your comfort zone in terms of volume—loud or quiet? • Do you have a distinctly self-oriented or other-oriented perspective? • What are your preferred channels? authority, rationality, vision, interests, or politics

  42. Distinct Persuasion Roles

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