Impact and Influence in Negotiation See How They Plan and Organise
Article Overview: For people to be influenced by you and for you to have personal impact in negotiations, discussions and meetings they need to buy what you have to sell. This article is about how they organise things and the amount of structure they seem to like. This is of vital importance not only in the meetings and discussions themselves but in any plans for the future what happens after agreement has been reached and the discussions move to implementation.
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Impact and Influence in Negotiation See How They Plan and Organise
For people to be influenced by you and for you to have
personal impact in negotiations, discussions and meetings they need to “buy”
what you have to “sell”. In reality this
means they are buying you as much as what you have to offer. If they find your way of working
uncomfortable, inconvenient or intrusive then they are much less likely to be
persuaded by your thinking and suggestions.
You want to create confidence and build credibility. Successful influencers and negotiators learn
to devote some attention to how the others in the discussions operate so that,
when they want to offer something for approval, there is a greater probability
of it being accepted.
In previous articles the focus of attention has been on how
the others operate in social situations, how they handle information and what
criteria they use to decide. This
article is about how they organise things and the amount of structure they seem
to like. This is of vital importance not
only in the meetings and discussions themselves but in any plans for the future
– what happens after agreement has been reached and the discussions move to
implementation.
If you wait until the end of the discussions to notice how
much structure and organisation is preferred it will be too late. You may not even make it to the end of the
discussions and the decision point because you will have given the wrong
impression, made the wrong impact and not been at all influential.
For some people, time needs to be controlled with clear
structures, plans and methods which tell them where they are against clear
goals, objectives and outcomes. For
others time is not unimportant, it is a force in play but they are less
interested in mapping out the future and prefer to let things evolve and take
advantage of the options available or those which might emerge.
Uncertainty spells danger to some and opportunity to others
and this shows in the way that they like to organise and structure events such
as meetings, negotiations and discussions as well as how they make action plans
and set objectives - or indeed how they don’t do much action planning or
objective setting and prefer to let things unfold.
The agenda for the meeting, the clarity of goals, outcomes
and objectives will give you important data.
Even more telling will be the attitude to the time set aside for the
meeting or negotiation and how important the timetable is. Do meetings start and finish on time or is
there more of an attitude of “it takes as long as it takes”?
With this in mind you will know how structured you must
appear and how much your credibility in their eyes will be affected by your
attention to plans and objectives. Being
lax about your timing, not really having an agenda and leaving options open
spells disaster for you if you are dealing with someone who is only comfortable
with a clear schedule and concrete plans.
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Article Tags:
influencing skills,
influencing skills training,
negotiation skills,
negotiation skills training
About the Author: Clive Hook
RSS for Clive's articles - Visit Clive's website
Clive is co-founder of ClearWorth - a company specialising in the design, development and delivery of bespoke learning for senior managers, leaders and influencers. Clive lives in the UK and France and works all over the world from Ohio to Oman, Windsor to Warri and Calgary to Kuala Lumpur. He specialises in the development of persuasion, influencing and negotiation skills and has a particular interest in their use within differing cultures. Clive's interest in teams and groups and his wide knowledge of conversational skills has spurred the development of a new approach which helps teams focus on what is really important through intelligent conversations.
Click here to visit Clive's website

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