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Negotiation and Political Agendas Presented To Presented By Gaylene Xanthopoulos President The Leadership Edge, Inc.

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Page 1: Negotiation and Political Agendas - biocomhr.orgbiocomhr.org/.../uploads/2016/...Negotiation-and-Political-Agendas.pdf · Negotiation and Political Agendas ... Influencing Mom. 10

Negotiation and Political Agendas

Presented To Presented By

Gaylene Xanthopoulos

President

The Leadership Edge, Inc.

Page 2: Negotiation and Political Agendas - biocomhr.orgbiocomhr.org/.../uploads/2016/...Negotiation-and-Political-Agendas.pdf · Negotiation and Political Agendas ... Influencing Mom. 10

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Politics Are All Around Us

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What They Are Really Thinking

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Who’s your favorite child?

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The Key Question

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Politics and Negotiations

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What’s At Work?

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The Front Seat of The Car!

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What’s At Stake?

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Who Needs to Be Influenced?

Gabriel

Nicola

Mom

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Influence

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Let me help you… Now you can help me….

Exchange and the Law of Reciprocity

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Political Mastery

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Relationship

Who’s your favorite child?

Credibility

Strong position

Understand what matters to Mom

• Safety

• Fairness

• Fallout

– Nicola will be grumpy the entire ride

– Ongoing fighting/negotiations

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Influencing Mom

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Politics?

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What’s Happening?

Relationship Credibility

Name Calling ?

Accusations

Unprofessional Behavior

Rallying the Cause

Gaining and Losing

……..

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Understand, don’t feed the politics.

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Politics

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Successful Negotiations

Influence

Credibility Relationships

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Successful Negotiations

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Credibility

Be great at your job

Understand the big picture

• Strategy

• Goals

• Challenges

• Opportunities

Understand your world and theirs

Build trust in all you do

• Language

• Style

• Culture

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Influence: Credibility

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Who

Decision maker(s)

Influencers

• Informal leaders

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Influence: Relationships

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Building Stronger Relationships

Networking

Sustain Key Relationships

Build Coalitions

Be a Constructive Negotiator/Exchanger

Build Relationship Credit

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Influence: Relationships

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Influencing Up

Focus on the organization’s goals, not just your project or departmental objectives.

Present a realistic summary and analysis.

Remember, it’s your responsibility to sell a concept or idea, not theirs to buy.

Be solution-oriented

Influence: How

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Three Key Levers That Can Help or Hinder Influence and Persuasion

Using research and reason to share your idea/position

Increasing resonance – the “Gas Pedal”

Decreasing resistance – the “Brake”

Adapted from Changing Minds: The Art and Science of Changing Our Own and Other People’s Minds. Harvard Business School Press, 2004

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Influencing Others

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Pathos

Emotional appeal, empathy; touching or sentimentally moving. Influence others by sharing what the issue means to them, not hesitating to speak the value or benefit they will achieve from it.

Logos

Logic, reason, intellectual analysis, the ability to provide solid rationale for an action. Leaders persuade others by outlining the logic and reasoning behind their initiative.

Ethos

Ethics, character, morality; a sense of justice. Identify the importance of the issue and emphasize its moral meaning (doing what’s “right”).

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“Selling” an Idea

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The language you choose and the way you compose your content exert a major impact on listeners' emotions. Use the following tools to present ideas. Vivid Descriptions: Words that paint evocative

images in people's minds

Metaphors: An imaginative way of describing something as something else.

Analogies: Comparison of two different things, that includes the words "like“ or "as“. Analogies relate a new idea to one that's already familiar.

Stories: Make presentations come alive and drive messages home. They simplify complex ideas, and stay in one’s mind long after facts are forgotten.

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Connecting with Others

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Do not underestimate their curiosity or the possibility there may be resistance to your idea. Anticipate and prepare for questions or arguments ahead of time.

Think through all the dimensions of potential inquiry or challenge, and prepare answers in advance.

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Decreasing Resistance

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8 Step Process for Effective Negotiations

1. Complete the process for one issue at a time.

2. Invite the other person(s) to discuss the issue with you.

3. Present the issue unemotionally, using an “I” message, and ask for the other party’s help.

4. Get the other person's position.

5. Share your position.

6. Brainstorm alternatives.

7. Jointly choose one alternative as a tentative solution.

8. Jointly decide how each party will know that the solution is working.

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Negotiation Model

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Debrief Notes

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Applying the Skills to Case Studies

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Overview

One half of the room will focus on case study #1 and the other half on case study #2.

We will share successes and challenges to learn best practices.

Instructions

Read the case material. You may mark up and make individual notes on your handout.

Create your table team strategy. What goals do you wish to accomplish, and what specific tactics will you use to achieve them? Use the worksheet on the next page for planning.

Participate in an “Influence” round.

• Divide your table into two teams, the influencers and the individuals to be influenced.

• You have :05 minutes to plan and :10 minutes to strike an accord.

• Anyone can participate at any time.

• Be participant-observers.

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Case Studies

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Preparation

1. Identify your priorities – what do you want / need?

2. What is important to the other party – their priorities?

3. Define your currencies and power.

During the Interaction

4. How will you build rapport and connect?

5. What assumptions are you operating from? The other party?

6. What are the issues, concerns, or problems you have in common and are trying to solve?

7. What questions will you ask to understand their point of view?

8. What questions will you ask to gain information?

9. What are the creative options or solutions?

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Influence Worksheet

Influence & Negotiation © 2007 Leadership @ Work

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Scenario:

Kathy is the VP of HR. She joined Cool Bio Co 3 months ago. She is a member of the Executive Team. During the recruiting

process, she was told that the organization needs to continue to operate frugally and focus on only the most critical aspects of the

business. They have 24 months burn in the bank and a Phase III trial that would be reading out data in 6 months. They are

feeling optimistic about the data, and as a result, are continuing to ramp up their commercial operations. The company is

recruiting fast and furiously. Cool Bio Co is exploring a number of financing options at this time, including not financing. During

Kathy’s interview, they told her that they were looking for someone who is creative, not afraid to make the tough decisions and

one who could continue to foster the great, collegial culture that Cool Bio Co is known for.

The company currently has 150 employees and expects to grow to 300 over the next year, including expanding sites in London

and Asia. The HR team is comprised of two individuals, Kathy and Tom.

Kathy and Tom are feeling incredibly overwhelmed. She and Tom are working 7 days per week and can’t seem to keep up with the

recruiting efforts. In the weekly team meetings, Kathy is being held accountable for her goals, including recruiting, re-vamping

the benefits package and assisting the Facilities Director in the expansion of the two remote offices. Kathy feels she needs help.

When she has broached the subject in team meetings, she receives pretty heavy pushback around budget and priorities. As a

bottom line, science oriented individual, the message from the CEO, Christina, is clear…Kathy and Tom need to put time and the

budget into finding the next Head of Commercial and then building out that organization or the company will be poorly prepared

for a product launch.

Kathy and Tom have a meeting scheduled for tomorrow to prepare for Kathy’s next Executive Team Meeting. Both Kathy and Tom

feel strongly that they need to expand the team. They are tired, frustrated, burning out and feeling unappreciated. Use the

Influence Worksheet to map Kathy’s strategy.

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Case Study #1: I Need Help!

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Scenario:

Juan is an HR consultant who has been working with Best Ever Biotech, a 2 year old start up. He has been asked to wear a number of hats, ranging from making sure the company is compliant with the law to participating on a strategic level to provide input around growth and organizational structure.

The company is performing very well and has just put its first product into the clinic. The company was founded by Lloyd Smith, a scientist from a local research institute. It is Lloyd’s first opportunity to serve as CEO, and as the scientific founder, he has been facing some challenges. He has a Board that is comprised of 3 VC’s, and two additional Independent Directors. Lloyd views the Board as a nuisance to be tolerated. He feels it is his company to do with as he wishes.

The Board is getting very frustrated with Lloyd’s lack of judgement and blatant disregard for their advice and direction. They feel he is running the company like a large lab, not as a commercial business. They feel that Lloyd needs to be removed as the CEO and replaced by a more seasoned CEO.

Lloyd’s Executive Team is comprised of three, very good, life long friends. They came to the company because of their belief in and commitment to, Lloyd. However, the CFO, Margaret, is getting a bit frustrated with Lloyd’s style and lack of financial sophistication when it comes to running the company. She has not yet shared her feelings with Lloyd.

As a consultant, Juan has tried to provide coaching to Lloyd about how to be an effective CEO and how best to work with his Board. He finds that Lloyd’s ego seems to be getting in his way and he is not very receptive to ideas that are not his own.

The Board has asked Juan to work with Lloyd and the leadership team to; 1: Try and get Lloyd to be willing to find a successor for the CEO role and; 2: Find another role for Lloyd in the company because they cannot afford to lose his valuable input and insights. Use the Influence Worksheet to map Juan’s strategy.

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Case Study #2: Time For A New Leader?

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Gaylene Xanthopoulos

President

The Leadership Edge, Inc.

Phone: 858-454-6540, ext. 202

Email: [email protected]

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Thank You!

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Preparation

1. Identify your priorities – what do you want / need?

2. What is important to the other party – their priorities?

3. Define your currencies and power.

During the Interaction

4. How will you build rapport and connect?

5. What assumptions are you operating from? The other party?

6. What are the issues, concerns, or problems you have in common and are trying to solve?

7. What questions will you ask to understand their point of view?

8. What questions will you ask to gain information?

9. What are the creative options or solutions?

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Influence Worksheet

Influence & Negotiation © 2007 Leadership @ Work