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Influence & Negotiation
Articles, Strategies, Worksheets, Plans
How many times have you walked away from a situation wondering why others were more influential or able to negotiate for what they wanted better than you? It's just a matter of skill in knowing what you want, having a well-though-through strategy to get it, and in being practiced in the right thing to do and say so that you can come out satisfied in the end.
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Win Over Your Audience
Denise Brouillette
Have you presented lately only to have your audience look bored and uninterested or just dismiss you altogether? Here are 4 ways you can pitch to your audience to draw them in. . . .
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Persuade Your Way Out of a Political Tight Spot
Denise Brouillette
Your boss has asked you to deliver feedback to someone. But because the feedback is from a third source and you don't have the specifics, and because others higher up are involved, you've got to persuade your boss to see this differently before it becomes a political mishap for both of you. Here's how . . .
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Off to a Meeting...Got An Intended Outcome?
Get yourself a roadmap where your destination is clear. Unless you want to find yourself off track, never begin an important conversation or meeting without thinking first about the end you have in mind - your intended outcome. . . .
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Assumption or Fact? Don't Act Without Knowing
You're about to walk into one of the most crucial meetings of your career. If you don't make some assumptions about the situation, you're going in unprepared. But treat those assumptions as fact, and you just might buy yourself a one-way ticket out. . . .
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Underlying Needs Always Matter
Any time you have to get things done with and through others, you have to consider the concept of underlying needs -- the personal interests of others that must be met before they will agree to anything. But since people rarely tell you that they've got some needs that aren't being met, how can you know you've got underlying needs at play? . . .
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Put Your Focus on Them...Level 2 Engagement
Making what you say count requires a level of self-awareness plus an awareness of others that goes way beyond the day-to-day simple interactions of organizational life. You need to always have your attention on two levels of engagement. Find out what they are . . .
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Faced with Resistance? Ask a Powerful Question
In any situation at work, you might make assumptions based on what you see on the surface. But the real mass -- the real substance -- is often hidden. And sometimes you don't know that until you bump into it,that is, until you hit resistance. . . .
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Use Your Power in Negotiation
You think you're having a simple influence discussion. But as soon as it becomes glaringly clear that you both have some personal interests that you want to be sure are satisfied, it becomes a negotiation. . . .
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When a Discussion Becomes a Negotiation.
How can you tell and what can you do?
We negotiate every minute of every day. You ask the person in the office next to you to lower the volume on his speaker phone. He gives you a flat out, "No!" Unless you want to drop it there, that's a negotiation. Why? Because you want one thing and he wants another. But of course it's probably much more than that....control, maybe? . . .
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Structuring an Informal Negotiation, Part 1
Negotiation, even the more informal ones, aren't these unplanned, free-wheeling conversations. They shouldn't be. Any negotiation, even if it's the informal kind that you run into every day at work, needs some structure, even if it's a loose one. Figure out where you are in the flow and keep yourself from losing track of where you want to go. . . .
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Structuring an Informal Negotiation, Part 2
Now that you've got the first 2 phases of the everyday type of work negotiation down, getting your needs met so that you come away satisfied takes up the bulk of what happens in the rest of the discussion. AND it's the most important. You have to know what questions to ask so that you can . . .
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Without Influence, You Can't Lead Anyone Anywhere
Can you influence people to your way of thinking? There was a time when many of us naively thought that all someone had to do to be influential was to present a convincing case and everyone would jump on board. How far off the mark is that? . . .
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Are You Pitching Your Ideas to the Right People?
When it comes to Influence, are you pitching to the right people? Well, maybe you're not. It's not always so clear cut. You're not just influencing the obvious person, you need to think strategically about who else you need to get on board, whether it's before, during or after you pitch to the "obvious" person. . . .
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Timing is Everything in Influence
When IS the right time to influence someone and how will you know it? There are two ways to look at time - one is the timing of influence - that is, is this person or group in the right mood to hear this? And the second and even more important way has to do with . . .
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5 Considerations When Influencing
You think you're all set to influence someone -- you know what you want, you're pitching to the right person, you've got your timing right. Now what? You need a convincing case that is so compelling that the people can't help but jump on board with whatever it is you're pitching to them. How do you do that? With this 5-part process. . . .
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