Training the Non-Negotiator to Negotiate

1. The Art of Negotiation Training the Non-Negotiator to Negotiate Amechi Akpom Principal Contracts & Grants Officer Ben Holstein Principal Contracts & Grants Officer University of Southern California

2. Thank you! …for coming to our session on Election Day! We do appreciate it!

3. First, who are we? • Amechi Akpom • Principal Contracts & Grants Officer • University of Southern California • Ben Holstein • Principal Contracts & Grants Officer • University of Southern California

4. More importantly Who are you?!

5. How is this presentation different ? • From the other Negotiation presentations you may have attended this week?

6. Issues to understand when training the Non-Negotiator? • Negotiating can be scary. • Not everyone likes to negotiate. • Not everyone thinks that they can negotiate well. • Non-Negotiators think that your strategies will only work for you… not them. • A lack of knowledge increases stress, procrastination and length of negotiation time.

7. Issues to understand when training the Non-Negotiator? • Negotiation involves a personal style, and everyone needs to develop their own. • Learning to negotiate well takes time. • Usually, adult learning requires engagement and incorporation of different learning tools and circumstances.

8. We inherited this presentation, and decided to make some changes. For example, we used to use the analogy of the Weeblo, Cub Scout, and Boy Scout.

9. But now using the analogy of going from white belt to black belt.

10. White Belt • This is the first belt. • At this stage you provide the trainee with knowledge of the underlying subject matter.

11. White Belt • Require the student to write out rationale when redlining agreements. • Review their redlines and make appropriate corrections to both the edits as well as the rationale.

12. White Belt • Instruct the trainee regarding their authority and their boundaries. • Let them know what can they and cannot they give away.

13. White Belt • Encourage the trainee’s recall and understanding in a conversational manner one-on-one. • Ask them: • “Do you know why we cannot give away publication rights?” • “Do you know why we must maintain the rights to that intellectual property in this project?”

14. White Belt • When the trainee understands the contract redlines and can properly explain the rationale, then they should be able to hold their own in a written back-and-forth negotiation via email.

15. Blue Belt • You help the trainee become comfortable discussing the underlying subject mater with a sponsor.

16. Blue Belt • There are two major aspects to this: • (1) Being knowledgeable about the subject matter • (2) Being comfortable with who you are speaking with

17. Blue Belt • Use Strategery as a tool to facilitate comfortable communication.

18. But what is Strategery?

19. Strategery • A philosophy of communication that facilitates a non-adversarial relationship and promotes rapport and a successful outcome in negotiations.

20. Strategery • Determine the best mode of communication: email or telephone. • When what you have to say is complex or has the slightest potential of being misconstrued as negative… pick up the phone. • When you need to give them a heads up about a “red” document.

21. Strategery • Develop a Rapport • Why develop a rapport? • Mitigates the “adversarial” stereotype of a negotiation..relaxes the environment • Levels the playing field • Let’s them know you are approachable

22. Strategery • How to Develop a Rapport • Ice Breaker • Teambuild…yes, THEY are a part of YOUR team • Get them to laugh  • Put yourself in their shoes • BE NICE! • It’s all how you say it…what would enhance your “accepting” attitude

23. Strategery • Some favorites of ours and our colleagues • The “Stuff in Common”: weather, location, organizations, dogs, kids, piles on desks, previous partnerships, etc. • The Explanations For Dummies: Make yourself the dummy • Start with: “Share with us” or “Help us understand”

24. Strategery • Some favorites of ours and our colleagues • Confirm understanding: “I just want to be sure that I understand so that we may craft language that meets the needs of both our institutions” • The Feel Good: “It seems that we’re on the same page conceptually, we just need to make the words match…”.

25. Sample Strategery Phone Call • Thank them profusely • Introduce Everyone • State that we are looking forward to working with them to finalize this agreement so that we can begin this important collaboration, and thought we could accomplish this more quickly and easily via telephone

26. Sample Strategery Phone Call • Talk about the weather, kids, dogs, big belt buckles • Name drop (use connections if you have them!) • Be proactive! You need to be the driver of the conversation…..driving does not mean control, driving means steering, directing

27. Sample Strategery Phone Call • Use references to promote positive conversation: • I think we’re close, we just have a few things we wanted to discuss • I understand your position • We have the same issues here • We share the same mission • Help me understand/Share with us • Get conceptual buy in

28. Sample Strategery Phone Call • Hear what they have to say re: why they have an issue with the language and use that information to support your position (non-profits & IP ownership) • If you get stuck in a circular conversation… • MOVE ON • Suggest drafting language to send to them • Summarize the conversation, agreements and action items

29. Strategery • Remember, it is all how you say it • Positive Buzz words • We look forward to, Collaboration, work together • Thank you for all of your time/Thank you for your efforts on our behalf • Tie it back to the important research • We are confident we will be able to reach terms that will meet the needs of our organizations • PLEASE AND THANK YOU’S

30. Strategery • Negative Buzz words • Concerns • We cannot accept • Any form of can’t, won’t, don’t • In accordance with Policy • Why can’t you do this, or why did you do this • Anything that can be construed as rude, offensive, condescending, sarcastic • Throwing people under the bus

31. Purple Belt • The trainee sits in with you on the phone and listens to you negotiate.

32. Purple Belt • First fill the trainee in on the history and scenario of the negotiation. • Let them witness negotiation “in action” (silent in the room). • Afterwards, debrief with the trainee and allow them to ask you questions.

33. Brown Belt • The trainee leads one of their telephone negotiations with you in the room.

34. Brown Belt • The trainee takes the lead, starts the call, and goes as far as they can. • At that point, you take over the call and help to negotiate the terms.

35. Black belt • The trainee can now handle negotiations on their own without you present. • You only become involved when there is a sticky situation and things must be elevated.

36. Summary • Teach the underlying subject matter • Trainee becomes comfortable discussing subject matter with sponsor • Employ “Strategery” • Trainee watches you negotiate • Trainee leads negotiation as far as they can & you step in when necessary • Trainee can conduct negotiations independently & you are only sep in as needed

37. You are now the Sensei!

38. Questions?

39. Contact Information • Amechi Akpom • 310-448-0355 • akpom@usc.edu • Ben Holstein • 213-740-6069 • holstein@usc.edu

40. Enjoy the rest of the 54th Annual Meeting!