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Are You Doing These 5 Unproductive Work Habits?

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We often get stuck in a rut of doing things a certain way at the office without realizing how harmful that can be to our productivity. Are you in charge of training or sales at your company? Then you know that time is money – and that every minute counts. See if any of these examples resonate with you. If so, take steps to eliminate them and watch your productivity soar!

  1. Water-cooler overload. Mondays should be the day when we grab the week by the horns and set our priorities. Instead, many Monday mornings are spent catching up on other’s weekends, finding out who won the big game, sharing the details of your favorite TV show, etc. A more damaging variation on this theme is how easily harmless talk can morph into gossip. Not only is that highly unproductive, but it is also unprofessional and damaging to relationships. Keep your small talk just that: Small.
  1. Email mismanagement. Not utilizing the tools at your disposal to organize incoming and archived email will kill your momentum. Most email programs have excellent filtering options that you can use to avoid that unwanted company-wide potluck from disrupting your flow. Also, turn off the audible notifications. Set times to check your email throughout the day, and unless it is urgent, don’t check it except at those times. It is better to respond during your “email hours” to all the emails you have rather than flagging them and letting them pile up for later.

 

  1. Meetings. This is probably the biggest time-thief on the list. In today’s connected world, meetings are largely counterproductive. There are great groupthink and project management apps and software out there (like Basecamp and Asana) that allow employees to remain at their desks or in the field while staying connected and on the same page.
  1. The Internet. Facebook, LinkedIn, Twitter… Who hasn’t fallen victim to the pull of a midday surf session only to look up and realize that two hours have gone by – and you still have a project due by the end of the day? If you can’t trust yourself not to get sucked in, there are browser add-ons like StayFocusd that will only allow a certain amount of browsing per day or block the sites completely.
  1. Your phone. Twenty years ago, when you went into the office, you were only reachable by the phone at your desk. Now our phones keep us tethered to the outside world. Sadly, the temptation of distraction is often too great. Turn off all notifications while at work, and set your phone’s profile settings to only allow calls from a close family member or friend in case of an emergency. Use an auto-reply on your texts to alert messengers that you are at the office and have limited availability. And keep your devices in your pocket or purse instead of on your desk.

With a little initiative, you can reclaim hours easily lost due to distractions, poorly optimized tools, and unproductive meetings. Follow these tips and enjoy the results as your to-do list dwindles.

4 Tips for Answering Influence Skills Questions in Interviews

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We’ve all been on that interview where a prospective employer asks you to “Give me an example of a time when…” It often feels as though the interviewer is just reading off a list of prepared questions. Well, he or she most likely is.

But what does the prospective employer really want to know?

These questions, also known as competency-based or behavioral interview questions, are designed to discover how you may respond in real-world situations. They’re useful for helping hiring managers weed out applicants who look good on paper from the ones who will deliver the results that they need.

Some examples of influence skills questions are:

  • Tell us about a major challenge you encountered in your current position. How did you adapt and overcome?
  • How do you handle projects that require a lot of initiative and team work?
  • What is your approach to dealing with an angry customer? Can you tell us about a specific time when you solved this type of situation?
  • How do you contribute to your organization’s long- and short-term goals?

Even though this style of interviewing has become increasingly popular, questions like these can still throw you for a loop. Here are four tips for answering these questions that will help ensure you project competence and highlight your value.

 

Reach for the STAR

The challenge with influence skills questions usually isn’t thinking of an example; it’s organizing your thoughts efficiently and communicating them powerfully. The STAR acronym outlines four steps to breaking down an influence skills question – no matter how complex it may seem. Keep this in mind when a hiring manager lobs one your way.

  1. Situation. Describe the situation or context of the example. For instance, “We were far behind our projected sales goals and had lost two key members of our team.”
  1. Task. What goal were you trying to meet? What obstacles were you trying to overcome? “We had three weeks to make up 50% of the difference.”
  1. Action you took. Take ownership and use “I” statements frequently. Remember, they are interviewing you – not your former coworkers. “I pulled some long hours running numbers and I discovered missed opportunities…” Also, specifics are crucial here. Try to use actual facts and figures instead of generalizations. “I analyzed three months of account revenue and found 30–40 instances of missed opportunities.”
  1. Results. Again, using “I” statements and specific facts, sum it all up. Example: “I restructured the working hours of the staff to allow for more coverage during high-volume times, resulting in a 35% increase in our closing rate and an additional $500,000 in revenue. My department ended up exceeding our goal by $10,000–$15,000.”

Follow STAR and the other tips outlined above. The next time an interviewer tries to surprise you with an influence skills question, you’ll be more than prepared.

The Art of Persuasion: 3 Ways Women Can Negotiate Better in the Workplace

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We may not realize it, but we spend part of every workday negotiating. Whether it’s asking for a raise, closing a sales deal, pushing for better assignments, requesting more resources, or seeking more flexibility, we use our negotiation skills on a daily basis. However, women appear to be at a disadvantage in this regard.

Research shows that men are often the better negotiators, but Audrey Nelson, Ph.D. believes this is mostly due to cultural stereotypes rather than actual gender differences. A common misconception is that men are typically more direct whereas women are more relational in their style of communication. With these beliefs, women may fail to tap into their true potential. Here are some helpful ways for women to sharpen their negotiating skills and get what they want.

  1. Start Strong

Women are more often shy and more likely to apologize, whereas men say what’s on their minds. Don’t be afraid to cut the small talk and be direct. It may take practice, but the more you do it, the more empowered you’ll feel. Plus, since a direct approach may not be expected, it will give you the upper hand right out of the gate.

  1. Communicate Value

This is a strategy that builds upon a woman’s natural inclination to think globally versus a man’s more linear method. Simplify the desired end result in your mind, but use that as a starting point to map out the ways that goal is beneficial for everyone involved.

For example: You’re a top performer in sales and want to negotiate for a higher compensation package. Communicate your desire clearly at the start of the meeting, and then highlight your contributions to the company. Don’t think of this as bragging – managers are often so busy with other things that they don’t notice the value of their team members.

  1. Know Your Facts

It’s widely known that men tend to be more fact-centered while women tune into feelings. Before you begin your negotiation, do your research! Find out the median salary for your position. Bring hard data to the table (e.g., “In 2016, our department increased revenue by $500,000 while cutting expenses by $100,000”). Know the actual market value of that car or home you’re trying to purchase. Numbers don’t lie, and the more information you have, the more legitimate your end goal will seem to others.

Above all, remember that you’re worth what you’re asking for. Self-confidence provides the foundation upon which all great negotiation is built!

How Sleep Deprivation Negatively Affects Your Work

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It’s widely known that sleep deprivation negatively impacts a person physically, mentally, and emotionally. Our ability to focus, handle stress, and think clearly are all at stake. No matter what your profession, not getting enough sleep has a negative impact on your performance. But when you are a sales professional or a training manager, it doesn’t just affect you – it affects your whole team.

Here are some of the results of sleep deprivation:

* High blood pressure

* Heart attack

* Stroke

* Obesity

* Psychiatric problems, including depression and other mood disorders

* Mental impairment

* Poor quality of life

For your health and your team’s, follow these critical steps to make sleep a priority.

Set a Bedtime Routine and Stick to It—Even on the Weekends

Prepping for bed starts early. Try to begin the process at the same time each evening. Follow these guidelines for a greater chance of success:

* Prohibit alcohol and caffeine consumption within several hours of your desired bedtime

* Exclude screen time one hour before bed

* Don’t do any exercise within three hours of when you want to sleep

* Wake up at the same time each day; don’t sleep in on weekends

Create a Restful Space

Cluttered bedrooms lead to cluttered (and restless) minds. Take some time to create a peaceful, tidy space in which to sleep. Invest in a good mattress and linens. After all, we spend about a third of our lives in bed – which justifies a more substantial investment into that part of our homes!

Consider Incorporating a Mindfulness Practice

Mindfulness and meditation practices can lead to falling asleep more quickly and having better quality sleep. By managing stress and keeping you focused throughout the day, mindfulness can also improve performance in other areas.

It’s safe to say that sleep is one of the most influential factors in our daily performance. There’s no such thing as making up for lost sleep, so prioritizing it is crucial. For those in high-pressure sales jobs or people in charge of training programs, it’s even more important to take care of this easy to neglect need.

Ensure that you’re firing on all cylinders and aren’t running the risk of blowing a gasket when things get heated in the office – or when deadlines are looming. Take care of yourself so you can take care of your team. Follow the tips above, and work your way toward more restful nights and more productive days.

3 Ways to Become a Better Active Listener

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Being an active listener is important, whether it is in a meeting with the perfect client or in a negotiation with a raging lunatic. It encourages trust by showing that you care about what the other party is saying. Listening shows that you are not simply hearing what they are saying, but actually processing the information and taking it seriously. And it may preempt misunderstandings before they create problems. Here are 3 ways to become a better active listener.

  1. Put the technology away

It’s hard to disconnect, especially during work hours. But it is essential to minimize distractions during conversations to ensure that the people you are meeting with know that you value their time and opinions. By putting the technology away, you increase the likelihood of giving the other party 100% of your attention. Instead of using a computer or notebook to take notes, try using pen and paper to decrease distractions. If a computer is necessary, store necessary files on the desktop and turn the internet off to avoid the temptation of checking that new email or answering a lingering text.

  1. Repeat important statements in your own words

Repeating important concepts or statements in your own words serves multiple purposes. If the other party agrees with your reiteration, it shows that you are engaged in the conversation and received the message as intended. If the other party notes a discrepancy in what was said and what you said, it may help preempt miscommunications before they turn into problems by showing that something was lost in translation.

For example, if a client says “I would take $4 million for two,” you should repeat the statement as you understood it by saying, “So you would like $2 million for each.” If the intention was to get $4 million for each of the two, getting clarification could help avoid a huge misstep.

  1. Ask questions

Besides the obvious goal of getting answers, asking questions serves similar purposes as restating important messages. It shows that you are listening to the speaker and want to make sure you understood what they said. And it gives you the opportunity to clear up any discrepancies before they become full-blown misunderstandings. When an answer is given, it may help to repeat it in your own words to make sure that it cleared up any lingering questions.

Similar to the previous example, if a client says, “I would take $4 million for two,” you could ask, “Is that $4 million for each or $2 million for each equaling $4 million?” Again, this will clarify the client’s goal and avoid a mistake moving forward.

 

For more on how to become an active listener, check out The Power of Nice, which discusses how to participate, engage, and personalize to become a better negotiator, faster.

Should you listen to a Devil’s Advocate?

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Why would we encourage someone to tell us we are wrong and that our ideas aren’t clear? Sometimes it could be the push we need to be better, to do more, or to make more. John Adams, the second President of the United States, relied on his wife Abigail for advice and critiques to lead our country. With that said, taking the extra hour to script your pitch for a meeting or to hand off your proposal to a co-worker might not only be the remedy to miscommunication, but the key to success. So, do you have a devil’s advocate, someone you can turn to for guidance? Who is your Abigail Adams?

If you’re the drafter…

The tried and true process of putting pen to paper allows us to work through our thoughts and uncover our real goals. We have drafted our proposals and scripted our speeches And, now that you know what you want to say, and think you have said it clearly, hand it to the one person you know won’t be biased or go easy on you. When he or she brings you back your draft with red marks and arrows, go and redraft the script. Do it again and again until your devil’s advocate has run out of recommendations. In this case, third time may not be the charm. It may be the fourth or fifth or tenth. But when all is said and done, you will have a script that is clear and concise.

If you’re the devil’s advocate….

Maybe you are sitting at your desk when a co-worker hands you their latest proposal. They ask you to read it over, make suggestions, and be brutally honest. How can you be a good devil’s advocate? Here are a few key things to consider.

Is the intended demand or request clear? What can you change to make it more apparent?

Are the facts there, or does the proposal sound too personal?

Is the proposal concise and specific? What type of language do they use?

Take-aways: Take your time with a proposal. Get your ideas down on paper and don’t be afraid to redraft until it is right.  Be someone’s Abigail Adams and let someone be yours. You will be more successful in the long run if you’re not afraid to ask for advice.

The Importance of Personal Relationships in Negotiations

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Experienced negotiators know the importance of building a personal relationship before going into business negotiations. A negotiation involves two parties trying to come to a deal when both sides may want different things. An overly heated atmosphere and anger can unravel the most carefully planned deal. You can avoid many problems when you establish a personal relationship with the people who will be on the other side of the negotiating table. 

You Are Working Together

A personal relationship with the person or people against whom you will be negotiating prevents an adversarial relationship from souring the deal before it starts. If negotiators see themselves as adversaries in a confrontation, both sides tend to become defensive and reactive with each other. In this situation, asking for even a small concession is seen as an encroachment or an attempt to take advantage of the other party. However, if the parties share a personal relationship, it is easier to put these give-and-take dealings in the context of building consensus. If your opponent believes that you are genuinely looking for a mutually beneficial deal, he or she is far more likely to make a concession. 

Focus on Business

Remember that business is business. If both parties didn’t have divergent needs, there would be no need for negotiations. Both parties will be asking the other to give up something. This can create a difficult atmosphere if you’re not careful. Never make personal attacks or attribute any combative exchange to malice on the part of your opponent. When things are getting tense, suggest a break. Taking some time away from the negotiating table can help you steer the conversation back to your personal relationship. Remember to not take things personally. 

Know Your Opponent

A good negotiator will build a personal relationship with the person against whom they will be negotiating before they even get to the table. This means making those important social calls to your opponent. The key is to frame yourself as a friend first and a negotiator second, which transforms your relationship from competitors to cooperators. This can provide a positive perspective on the person with whom you will be negotiating. Understanding what they want, can also help you get what you want.

Building personal relationships between negotiators is an essential part of reaching a deal. Remember to not only get to know the positions from the other side, but the people with whom you are negotiating as well. Focusing on your cooperation can be the element that closes the deal.

Lessons From the Avengers: How to Assemble a Super-Powered Sales Team

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If we’ve learned anything from the rampant success the Avengers movies continue to see, it’s that if you pull together the right group of individuals, anything is possible. But it’s not just a matter of putting a bunch of talented people into the same room and telling them to do something amazing. It requires the right people with the right abilities and the right training, plus a dash of that secret sauce that turns a group of strangers into a team.

As you learn how to build a sales team, you’ll face some of the same challenges. Sure, you’re not trying to stop an alien force from destroying New York or fighting a megalomaniac robot with the charisma of David Spader, but you still want a group of people who know how to work together and produce results. You’ll need to assemble team members who have the right mix of influence training and natural-born talent to convince customers that they’re making the right decision when they choose to do business with your company. So let’s take a page out of Nick Fury’s handbook and have a look at some of the lessons the Avengers can teach about putting a team together.

Spoilers from the movies may follow.

Lay out and prioritize your requirements

Before you even start recruiting, you need to determine what exactly your sales team is missing and how you can fill those gaps. In order to find the right people to fill out your team, you have to know just what you’re looking for, whether that’s someone who can quickly understand customers and make a connection, someone who knows the product backwards and forwards and can recite intricate specs from memory, or a viking god with a billowing cape and the power to control lightning.

Personality

You want your team to be able to work well in a wide variety of circumstances. If one team member is trying to hog the spotlight and take sales away from another, it leads to bad blood. A team needs to be able to function as a team, and they need to be willing to place the team’s goals first.

At the same time, not just any temperament is cut out for sales. You need teammates who are willing to put themselves out there and chase down leads. They have to want to go out there and actively sell your product. You can usually determine whether an interviewee has the right personality when you meet them, but a DISC profile assessment can also be a helpful tool as you choose members for your team.

Experience

Experience is one of the most effective teachers you can find, but it’s not always the first requirement in sales. In fact, it’s generally a good idea to have a wide range of experience on your team. Team members who have been working in the field a long time have often learned which techniques tend to work and which don’t. Meanwhile, team members who lack experience also haven’t had time to develop any bad habits and can bring fresh new perspectives with them.

Skills

Different workers have different skill sets, whether inborn or trained, and you want to fill out your team with a variety so your workers can handle different situations. Recognize which skills are just a part of who a person is and which can be taught. Sales and influence training can boost an employee’s effectiveness more than you might assume, but the person has to be willing to learn.

Build an effective hiring process

Once you’ve figured out the type of people you need to fill out your team, you need to lay out a plan for how to attract and recruit those people. In the case of Mr. Stark and Captain Rogers, SHIELD sent in a grizzled veteran with an eye patch and a wicked scar to talk to them about the “Avengers Initiative.” Meanwhile, Dr. Banner’s rage issues required a lighter touch in the form of a visit from a femme fatale who could manipulate even the most hardened criminals—and could handle herself in a tight spot, if necessary.

Fortunately, the team you’re putting together probably doesn’t include an enormous, green rage monster, but you still need a plan of attack that will bring in the right people.

Searching for candidates

Without a vast network of satellites orbiting the earth, you’ll need to resort to more mundane search tactics. There are several different ways to go about your hunt for new sales candidates.

Putting out ads and posting on job search sites provide a quick way to circulate the word that you are looking to hire, and it reaches a wide range, while referrals and recruiting events can help to bring in specialized applicants who will actively get things done.

Advertising

Placing ads in newspapers and on job boards is one of the fastest ways to reach a broad audience, but it also contains the least amount of pre-screening. If you have the time and resources to invest in weeding out the less-qualified candidates, though, chances are you’ll have a wide variety of options to choose from in order to best suit your team. Posting on LinkedIn has the added benefit of looking through a candidate’s online profile for qualifications that may get missed in the basic application.

Referrals

These referrals can come from current employees, people with whom you do business, family members, or friends. As long as the recommendation comes from someone whose opinions you trust, referrals are basically a way to have your candidates pre-screened to some degree before you even interview them.

If you want to encourage your current workforce to submit referrals, be sure to create some incentives so they’ll be more likely to do so.

Recruiting events

Job fairs and other recruiting events provide a lot of candidates for a relatively low investment. People who attend recruiting events are typically hungry for work, but other companies seeking to build their own sales teams will be actively competing for the same candidates. Show what sets your company apart from others and why the best candidates would want to join your team.

The interview

Just about anyone who has searched for a job before can tell you that it’s the employee’s first chance to make a good impression, but don’t forget that the same goes for you. If you want the best people to work for you, then show them why they want to work for you. Try to predict the types of questions they will ask beforehand and have answers prepared.

Remember that job applicants are basically trying to sell you something during their interview—themselves. Keep an eye out for just how they do that and take note of things like the way they present themselves, their body language, their grooming, and just how comfortable they seem to be with you. If they seem overly aggressive and pushy with you during the interview, they likely will be the same with your customers. If they feel more natural and genuine in their interest, they will likely be better equipped to put customers at ease.

Continue to hone your team, even after you hire

Sometimes, even after going through the process of searching for and hiring a candidate, you may realize that someone is just not the right fit for your team culturally. If you notice that a team member is having trouble working with your other team members, you may need to step in and make some changes. Extra training might be in order. If things don’t improve, you may need to let a team member go and replace them.

Emphasize ongoing training

While a state-of-the-art training facility in upstate New York—fully equipped with the best tech money can buy—may not be in your budget, you still need to make sure that your team members have their instincts honed and are ready to take on any situation. By regularly putting your team through sales and negotiation training, they can learn and refine the skills they need when they talk to customers and pull in that hard sale.

Proper sales training isn’t just a “do it once and then you’re good” sort of thing, and it’s definitely not just something you do when you need to fix a problem. Proper negotiation is a process rather than an event, and negotiation training is no different. Once you spot a problem, the time for training has probably already passed! Training is an opportunity for your team members to develop new skills and sharpen the ones they already have. After you have a big professional sales training event, continue to hold regular, smaller trainings among your team to keep the things your team has learned fresh in their minds. Encourage your team to teach and learn from each other, and as your team grows and evolves, hold additional formal training events, like those Shapiro Negotiations offers, to build your team’s skill base and fortify other skills they’ve learned.

Don’t skimp on the manager

For the most part, Nick Fury wasn’t on the front lines, but that doesn’t mean he didn’t know how to handle himself in an explosives-riddled car chase against a dozen heavily-armed HYDRA agents. Your team’s manager should be familiar with each of his team member’s capabilities and know in which situations to deploy each. The manager needs to understand the job better than anyone, and be able to get involved as needed.

Even when they’ve got a team of incredible salespeople, a mediocre sales manager will eventually lead to a mediocre team. A good manager knows just when to step in and encourage, where to coach salespeople and teach them new skills, and when the time is right to come back from presumed death and give an inspiring speech before the team leaves their safehouse and fights an army of killer robots on a flying island.

Encourage cooperation

Team members need to be able to work together. Some sales managers operate their teams under the facade that having their salespeople constantly competing hones their “killer instinct,” but that wastes a lot of potential and can eventually lead the team to implode. Some healthy competition is fine in sales, but team members should still put the group’s needs ahead of their individual wants. Otherwise,  it starts with a disagreement over a sale, and eventually, your two best team members are leading opposing factions, throwing explosive trucks at each other while the new guy grows to the size of a small office building and tears the wings off an airplane.

… Well.

Okay, so it probably won’t reach that point, but pitting your team members against each other all the time can still lead to bad feelings and worse results. Emphasize the fact that your sales team is just that—a team. Customers can tell when there are bad feelings between workers, as well, and it gives off an unpleasant feeling when teammates are trying to undermine each other. They’re all on the same side, and by working together, your team can achieve some pretty incredible results.

Once you learn how to build a sales team and then pull together the right group of people, anything is possible. Whether you’re trying to save the world or save your business, you want the best team you can put together fighting by your side. So bring in the right people. Give them strong leadership to point them in the right direction. Make sure they’re equipped with the best resources and the best training you can give them. Keep them focused and working together on the same goals.

Then maybe, after a hard, successful day in the trenches together, go out and grab some shawarma as a team.

3 Tips for Negotiating Your Salary

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Many people avoid asking for higher pay for fear of sounding pushy or entitled. However, if you know your work is valuable to your organization and worth more than you’re receiving, you should be able to argue your case effectively. Remember preparation is the only aspect of a negotiation you can control.

First, you need to know you have a solid case for higher pay. Everyone wants to believe their work is worth more than what they’re paid – but you need to know it before you bring up the subject. Once you do, it’s time to decide how to approach your supervisor.

Pick Your Battles

When you choose to initiate the conversation about your pay is as important as deciding to do it in the first place. Although our emotions shouldn’t affect our performance at work, things rarely play out this way, so you need to assess your superior’s state of mind before broaching the subject.

Typically, the best time to ask for more money is when the company has been doing well for a noticeable amount of time. A small rebound after a slow or difficult season isn’t ideal. Wait until the company is posting gains rapidly or after a particularly good year. Also, never forget that your time spent working for the company is a crucial part of your conversation. A good rule of thumb is to avoid asking for more pay for at least a year in your role, unless you are churning out extraordinary work on a regular basis that’s above and beyond expectations.

Know What You’re Worth

Once you think it’s time to have the talk about more money, you need to check your ammo and understand any precedents. Not only do you need a strong portfolio of work that displays your value as an employee and contributions to the company’s success, you also need to have a figure in mind. Do some research on professionals in your field and find a number that sounds reasonable. If you approach your supervisor with a precise number, you’re more likely to get what you want, as your supervisor will assume you’ve done your homework and know your value.

Special Tips for On-boarding

Salary negotiations are a bit easier when you have history with a company. Things get a bit trickier when you’re negotiating a starting salary during the interview and on-boarding process. Keep the following tips in mind for negotiating your starting salary:

• Let the interviewer bring up money first. Once the salary talk begins, never be the first to name a number. Let the interviewer give you a starting point and you’ll be in the power position once negotiations start. If you offer a number first, you run the risk of low-balling yourself with what you consider a lofty figure when the company was prepared to offer more.

• Know your value and aim high, just don’t be surprised if you are shot down. As long as you demonstrate value, the company will recognize your value. If it doesn’t, you may be better off looking elsewhere.

• Don’t bring up your salary at your previous job. This isn’t a benchmark and it’s not a great figure to reference when you’re joining a new company.

 

Sources:
http://www.employmentspot.com/employment-articles/salary-negotiation-learn-how-to-negotiate-for-a-higher-salary/
https://www.themuse.com/advice/how-to-negotiate-salary-37-tips-you-need-to-know
http://www.inc.com/jayson-demers/how-to-negotiate-a-higher-salary.html
http://www.forbes.com/sites/lisaquast/2014/03/31/job-seekers-8-tips-to-negotiate-your-starting-salary/#4453b77d548d
http://www.businessinsider.com/6-tips-for-negotiating-a-pay-raise-2013-10

Navigating Negotiation Stalemates

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Every businessperson has experienced a negotiations stalemate. Compromise has faltered, neither party is willing to budge, and there is nothing more to say. A successful negotiator knows the way out of a stalemate and how to seal the deal.

Stay Professional and Keep the Client

Before trying to get your opposition to budge, think hard about what you are willing to do to keep this client. Make sure you are being smart about considering compromise. What is the smallest concession you are willing to make? Is this concession worth keeping the client? Negotiation isn’t always about getting your way on everything, sometimes to get what you want, you have to know and help them get what they want.

Your tone should remain professional, no matter how heated the negotiations become. Be courteous. Avoid the “buts” – saying, “I understand your point, but …” just tells your opposition that you are rejecting their points. Shift the conversation to finding joint solutions. Ask them, “How can we make this work?” Build relationships is much more profitable in the long run than burning bridges in one deal.

Breaking the Barrier

You’ve made all the concessions you are willing to make. Now is the time to break through your opposition’s objections. The first step is to understand the other person’s stumbling block. Get this information by being honest about your sticking point. This invites them to tell you why they aren’t budging. You will be able to address their concerns from this information.

If you aren’t getting anywhere at the negotiating table, it may be time to shift focus. The key is to change the context of the conversation to something else for a while. Get the client out of the combative mindset by suggesting a break. This allows you to engage with the opposition in a social context and gives them a chance to get to know you on a personal level. You can also talk about future business opportunities your two organizations might share in the future. More important, it gets them out of the adversarial mindset.

Power Moves

Breaking up the negotiations when they have stalled may be your only option. If you have the upper hand at the time, you can suggest a cooling off period. This is a better move to make when you know your opponent wants the deal more than you do. The prospect that you are willing to walk away may be all that is necessary to get the other party to budge.

If you don’t have the advantage in negotiations, it is still possible to shake up the negotiations by buying some time. Telling the opposition that you would like a legal opinion is a card you can always play. Most business-people understand the need for legal advice. This keeps your negotiations open and buys both of you some cooling-down time.

Keep an Ace in the Hole

When all else fails, you should always have a trick up your sleeve. Before you go into negotiations, prepare something you can use to push stalled negotiations over the edge. Use alternatives. A deal, a discount, or a special offer can go a long way to closing the deal.