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8/10/2019 How to Negotiate a Successful , Profitable Close ( )

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How to negotiate asuccessful,profitable close

14352014

PARTICIPANT MANUAL

DALE CARNEGIE|www.dalecarnegie.com


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to negotiate a successful, profitable close Dale Carnegie TrainingowH

How to negotiate a successful, profitable close

At the completion of this seminar, participants will be able to:1. establish personal credibility and increase individual comfort level duringnegotiations.2. Increase communication skills, including listening skills to discover the trueneeds of negotiation situations.3. Resolve conflict that arises during negotiation in a manner that maintains therelationship between concerned parties.

4. Plan and use powerful negotiation tactics to achieve win win outcomes foreveryone.

: .1 . 2 . . 3 .. 4 . .

Seminar objectives


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How to negotiate a successful, profitable close

Table of contents

Module one: the current negotiation situation

module objectives 1.1 introductions 1.2how are you as a negotiator ? .1.3negotiation 1.4comfort zone 1.5

Module two: the negotiations trianglemodule objectives 2.1negotiation triangle 2.2relations hips .2.3

relationship action plan 2.4credibility 2.5credibility action plan 2.6need ..2.7need action plan 2.8

Module three: communication and listening skills for negotiationsmodule objectives 3.1communic ation ..3.2" I never said he stole the money " .3.3

negotiation model 3.4questioning ..3.5

Module four: conflict resolutionmodule objectives 4.1

4.2.behavior gaugeCarnegiethe daledealing with a variety of behaviors during negotiations 4.3

4.4...............behavior gaugeCarnegiexercise: the daleindividual econflict resolution .4.7team exercise: responding in a positive way ..4. 8

resolving complaints 4.10

Module five: negotiating tacticsmodule objectives .. 5. 1small group exercise: negotiation ......................... 5. 2successful negotiations ..5.5primary negotiation skills .............................5. 6relationship principles in negotiation ..5.7negotiation guidelines ..5.8negotiating options ....5.9

negotiation tactics .5.10


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Module six: planning for successful negotiationsmodule objectives 6.1evaluation: buying signals ..6.2evaluation: warning signals ..6.3

the higher level of l istening ..6.4styles of negotiating ..6.5the negotiation process ..6.6negotiation planning sheet 1 ..6.7exercise: negotiation 1 6.8negotiation planning sheet 2 6.10exercise: negotiation 2 ..6.11negotiation planning sheet 3 6.13exercise: negotiation 3 ..6.14negotiating summary . 6.16negotiation action plan .6.17


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Current negotiation situation

Assess current negotiation skills. Analyze current negotiation situations. Use a reaction/response model. Plan pro-actively for positive negotiations.

Over view

What skills are needed to successfully negotiate with vendors, unions, employees,and customers?

How do I measure up when it comes to negotiating with others?

Why am I sometimes uncomfortable negotiating important contracts and workwith others?

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/ . .

" "

Learning objectives

There is nothing like listening to show you that the world outside your head isdifferent from the one inside your head.

- Thornton wilder

.

- 1.1

1

1


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Introductions

Name: ________________________ position: __________________________

Why is your position important to your company?

_____________________________________________________________________ _____________________________________________________________________

Why is it important to you? _____________________________________________________________________ _____________________________________________________________________

What types of negotiations do you deal with on the job? _____________________________________________________________________ _____________________________________________________________________

What challenges do you personally find with your negotiations? _____________________________________________________________________ _____________________________________________________________________

What results do you want to achieve with this program? _____________________________________________________________________ _____________________________________________________________________

______________________ : : ________________________

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How are you as a negotiator?

NO YES

I thoroughly research the area I am negotiatingbefore I begin a dialogue with others.

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I consider both sides of the issue beforebeginning negotiation.

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I plan fallback positions in the event that things

do not go the way I intend them to.

.

I have a specific plan for negotiating beforeI begin.

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I take into account the type of personalitywith which I am dealing.

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I predict the possible objections and agreementsthat may be used by the other person.

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I determine the style and tactics that will berequired in each particular negotiation.

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I keep my own emotions out of the negotiatingprocess and never take things personally.

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I am comfortable and confident in thenegotiating process.

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I know where I am most vulnerable in thenegotiating process.

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I know the main strength and sources ofpower and leverage in the other party.

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Total score

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Negotiation

A successful negotiator is

_____________________________________________________________________

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What are some of the barriers to successful negotiations? Why do these barriersexist?

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Examples of past or current negotiations:1.___________________________________________________________________

_____________________________________________________________________2.___________________________________________________________________

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: 1 ____________________________________________________________.

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Comfort zone

Inside? _____________________________________________________________________ _____________________________________________________________________

On the edge? _____________________________________________________________________ _____________________________________________________________________

Outside? _____________________________________________________________________ _____________________________________________________________________

Discussion notes: _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

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_____________________________________________________________ R ______________________________________________________________

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P____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

Two actions I will take:

:

1.___________________________________________________________________ _____________________________________________________________________

2.___________________________________________________________________ _____________________________________________________________________

Happens

Think & feel

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Notes

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Notes

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The negotiations triangle

Develop strong relationships for effective negotiations. Increase personal credibility. Discover the power of need in negotiations.

Overview

Excellent negotiations are made, not born. People who successfully negotiate havelearned skills in relationship-building and effective communication. Theyunderstand the importance of uncovering critical needs during the negotiationprocess and capitalizing on meeting those needs.

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Learning objectives

When people talk, listen completely. Most people never listen.

- Ernest hemingway

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2

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Negotiations triangle

Notes

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Relationship

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Relationships

What is the value of building strong relationships?

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How are strong relationships built?

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

Relationship principles

Don't criticize, condemn, or complain. Become genuinely interested in the other person. Remember that the other person's name is, to that person, the sweetest

and most important sound in any language. Make the other person feel important and do it sincerely. Give the other person a fine reputation to live up to.

. .

. .

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How do these principles help us build strong relationships?

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Begin in a friendly way.

- Dale carnegie

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Relationship action plan

Situation where I need to improve the relationship:

:

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

Why?

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_____________________________________________________________________ _____________________________________________________________________

Things I will start doing to accomplish this:

:

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

Things I will stop doing to accomplish this:

:

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I will know I am making progress by:

:

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credibility

What is the value of building credibility?

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What does it take to build credibility?

_____________________________________________________________________ _____________________________________________________________________

_____________________________________________________________________Credibility principles

Talk in terms of the other person's interest. Show respect for the other person's opinion. Never say, " you're wrong. " If we are wrong, admit it quickly and emphatically.

.

. " "

. .

How do these principles help us build credibility?

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

_____________________________________________________________________

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Arouse in the other person an eager want.

- Dale carnegie

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Credibility action plan

Situation where I need to improve my credibility:

:

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

Why?

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Need

what are some of the important things that happen when we are good questionersand listeners?

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_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

How do questioning and listening take relationships and credibility to the nextlevel?

_____________________________________________________________________

_____________________________________________________________________ _____________________________________________________________________

Need principles

Be a good listener, encourage others to talk about themselves. Let the other person do a great deal of the talking. Make the other person happy about doing the thing you suggest. Get the other person saying, " yes, yes " immediately.

. .

. " . "

How do these principles help us determine what the other person needs?

_____________________________________________________________________

_____________________________________________________________________ _____________________________________________________________________

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Let the other person feel that the idea is his or hers.

- Dale carnegie

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need action plan

Situation where I need to determine what the other person needs:

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Why?

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Notes

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Notes

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Communication and listening skills for negotiators

Identify roles and responsibilities in the negotiations loop. Communication filters. Demonstrate effective questioning and listening skills that strengthen

relationships.

Overview

Surveys have shown that up to 80-percent of everything communicated by human

beings is misunderstood to some extent. After completing this module, you should

be able to demonstrate more effective questioning and listening skills to improve

the quality of your negotiation.

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.

%0 .

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3

3Learning objectives

Be a good listener. Encourage others to talk about themselves.

- Dale carnegie

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Communication

Communication breakdown in negotiations

Berries to effective communication in negotiations

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" I never said he stole the money "

" "

" what " versus " how ":

:" " " "

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Examples:

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Negotiation model

.................. ..................

Sender responsibilities receiver responsibilities

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What are some of the actions we can take to become better negotiators?

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RelationshipSender

Receiver

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Questioning

As is:

:

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

Should be:

:

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Barriers:

:

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Benefits:

:

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Notes

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Conflict resolution

Identify types of individuals in the behavior gauge Resolve conflict during negotiations Recognize and deal with a wide variety of behaviors

Overview

How can I encourage others to tell me what's really going on?

What can I do to stop taking conflict personally?

4

4

Be careful of your thoughts; they may become words at any moment.

- Dale carnegie

. :

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behavior gauge the dale Carnegie

the following represents a gauge of the types of individuals with whom you mighthave contract during negotiations.

.

Notes

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Dealing with a variety of behaviors during negotiations

matrix illustrates behaviors related to each of the degrees on theThe followingbehavior gauge. dale carnegie

Behaviors constantly emphasizes your negative points through rumors

Hostile and misinformation about you and your company

neglects to inform you of meetings, or tells you the wrong time tries to drive you out

doesn't return your phone calls Resistant refuses to provide you any assistance

does not implement your ideas or suggestions

does what you ask, but nothing more Discontent often approaches you with objections or complaints

openly questions your ability to get things done

does what you askAmbivalent provides a reasonable amount of assistance

moderately helpful

provides assistance on a regular basis Favorable speaks well of you to others in the organization

returns phone calls promptly

open to ideas

Supportive speaks highly of you is usually available when help is needed

conscientious about implementing your ideas and suggestions champions your ideas throughout the organization

Enthusiastic works at finding solutions for you and your organ ization views you as an active partner working for the best interests ofthe organization

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4.3


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behavior gauge dale carnegiethatIndividual exercise:

:

Instructions

Select three individuals from your own experience and record your responses tothe following questions on this page and the next:

Where each of those people belong on the gauge. The steps for dealing with each person.

:

. .

Individual 1

Name: ______________________________

1

________________________________ :

Where does this individual belong on the gauge?

What steps will you take to deal with this person?

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Individual 2

Name: ____________________________________

2

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Individual 3

Name: ____________________________________

3

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Conflict resolution

What happens if we don't resolve conflict?

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

Conflict resolution principles

Begin with praise and honest appreciation. Call attention to people's mistakes indirectly. Use encouragement. Make faults easy to correct. Ask questions instead of giving direct orders.

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. . .

How do these principles help us resolve conflicts?

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

_____________________________________________________________________ _____________________________________________________________________

Show respect for the other person's opinion. Never say, " you are wrong. "

- Dale carnegie

" . " .

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Team exercise: responding in a positive way

:

Instructions

Working in teams, answer the following questions. Be prepared to report youranswers.

. .

Why is it important to respond to conflict in a positive way?

1. ___________________________________________________________________ _____________________________________________________________________2. ___________________________________________________________________

_____________________________________________________________________3. ___________________________________________________________________

_____________________________________________________________________

What are some negative results that might occur from not responding in a positiveway?

1. ___________________________________________________________________ _____________________________________________________________________2. ___________________________________________________________________

_____________________________________________________________________3. ___________________________________________________________________

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There are seven steps to resolving conflicts during negotiations.

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2. ________________________________________________________ ___ ________________________________________________________ ___ ________________________________________________________

3. ________________________________________________________ ___ ________________________________________________________ ___ ________________________________________________________

4. ________________________________________________________ ___ ________________________________________________________ ___ ________________________________________________________

5. ________________________________________________________ ___ ________________________________________________________ ___ ________________________________________________________

6. ________________________________________________________ ___ ________________________________________________________ ___ ________________________________________________________

7. ________________________________________________________ ___ ________________________________________________________ ___ ________________________________________________________

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Resolving complaints

Plan your response:

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Notes

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Notes

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Notes

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Negotiating tactics

Team negotiation skills

Practice an effective negotiation model Primary negotiation skills and options

Learning objectives

5

5

Continue to express your dissent and your needs, but remember to remaincivilized, for your will sorely miss civilization if it is sacrificed in the turbulenceof change.

- Will Durant

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small group exercise: negotiation

:

Instruction

Read the following case. Then work with your small group to answer the questionson the next page. Be prepared to share your group's responses.

. . .

Andronia vs. gyland

.

The tiny country of andronia has little to offer in terms of natural resources. Itscoastal soil is too rocky to cultivate and most of the coastline is too hazardous forlarge ships to navigate. For centuries, the country's only economically viableresource has been the seaport of oceana, from which thousands of fishing boatsbased their daily operations. Now, due to overfishing and environmental changes,the andronian fishing industry has been reduced to less than ten percent of what itonce was.

.

. .

.%10

This stands in sharp contrast to neighboring gyland. Known for its outstandingvineyards and beautiful gardens, gyland is among the world's leading fruit-growingcountries. However, because gyland is landlocked, it depends highly on access tooceana to export its produce.

. - .

.

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For years, andronia has provided gyland with free access to oceana, becausegyland used andronian railroad companies to transport its fruit. However, afterobserving the gross disparity between andronia's faltering economy and gyland'sincreasing prosperity, the government of andronia decided to apply tax to all

foreign shipments in and out of oceana, in the amount of 20% of the wholesaleprice of the goods being shipped.

.

. %20 .

The andronian position was simple-it has a valuable seaport that was contributingsignificantly to gyland's economic success, so the government of andronia felt ithad the right to share in that success.

.

One the other hand, the government of gyland believed that its newfound successwas due to hard work and worldwide marketing. It pointed to decades past whenandronia's residents thrived while gyland suffered. It believed the new tax wouldhurt both countries by driving up the price of gyland's fruit to where it would nolonger be competitive.

. . .

The negotiations dragged on for months while gyland paid the huge taxes. Armiesamassed along the border, and several skirmishes erupted. Representatives of theunited nations moderated the negotiations, and in the end, andronia withdrew itsseaport tax in exchange for higher railroad shipping fees and a portion of gyland'sfruit harvest. In return, gyland received a commitment from andronia not toinstitute a seaport tax for at least 10 years.

. . .

.10

Six months later, the armies still patrol the border between two neighbors thathad peacefully coexisted for centuries.

.

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Questions

In the case of andronia vs. gyland, what did each party gain?

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Who, if anyone, gained the least and gave up the most?

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How did each party feel about the negotiation?

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Successful negotiations

In the following model for successful negotiations, the quantitative axis as theextent to which each party gains something from the negotiation in terms of

numbers and/or results. The quantitative axis deals more with how the parties feel

about the negotiation and the extent to which they would want to work together

again. For a negotiation to be successful, both parties should be in the top center

quadrant.

. /

. .

Notes

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Primary negotiation skills

There are three skills on which all negotiations are based:

:

Positioning -putting a positive " spin " on the situation

Offering -proposing possible solutions

Compromising -giving and taking to achieve a solution that benefits both parties

- " "

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Notes

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Relationship principles in negotiation

Avoid arguments. Begin in a friendly way.

Ask open questions. Listen attentively. Be genuinely interested in others. Let the other person save face. Show respect for the other person's Try honestly to see things from

opinion; never say, " you're wrong. "the other person's point of view.

. . . . . . :

" . " .

Why are good human relations important for effective negotiations?

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What do you think people want from negotiations?

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Negotiation guidelines

you do not have to be aggressive to be a good negotiator.

Negotiating is not fighting. Most people have a natural talent for negotiating. You do not have to compromise your ethics to get what you want through

negotiation. You do not have the upper hand to negotiate effectively. Negotiating is not always a formal process. There are no rules to negotiating. Virtually everything that is a product of negotiation is negotiable. Expect others to ask for a better deal. Learn to say no.

Look for creative solutions to reach an agreement..

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Negotiating options

Negotiating is very similar to the games we play. Keep your eye on the outcome.

Do not get distracted. The small things can make big differences, so negotiate forevery issue. The ability to negotiate the seemingly minor issues can becomesignificant when multiplied over a year's activities. Successful companies increasetheir volume and profit when they negotiate effectively with others. Being able torecognize tactics and develop appropriate response strategies may be thedifference in keeping or losing a customer.

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. Silence. Persuade.

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The contract. You go first.

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_____________________________ _______________________________ delay or inactivity. throw-ins.

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the walk-away option. authority to negotiate. -

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ultimatum. time pressure.

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Negotiation tactics

I should:when they: silence is usually the bestresponse.Display exaggerated reaction:

obvious physical reaction. make them be as specific aspossibleRefer to a higher authority: they follow your advice, don't they? you will recommend us for the job,

won't you?

get them to make the first offer to Try to split the difference:split the difference.

typically you split the difference of the difference.

remember the power of the printed withdrew the offer:word.I tried to get them to go with the

use exact numbers. change, and they said no. they

carefully check your documents. wouldn't even go with the originaloffer.

let's just get this clear, even though minimize the issue:it makes sense for both of us.play down importance.

never get boxed in. act pressed for time: we are eager to go ahead when itmove quickly.makes sense for both of us.

stop talking and close the deal. done deal: we've worked on this long enough. just do it! let's wrap it up.

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Notes

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Notes

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Planning for successful negotiations

Recognize buying and warning signals. Negotiation styles. Negotiation process and planning sheet. Practice a case study. Summary materials.

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Learning objectives

I beg you, do not be unchangeable. Do not believe that you alone can be right.The man who thinks that, The man who maintains that, only he has the powerto reason correctly, the gift to speak, the soul. A man like that, when you knowhim, turns out empty.

- sophocles

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Evaluation: buying signals

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A buying signal is anything that the person says or does which indicates that the

person may have taken a more favorable position regarding buying.

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What might a person say to indicate acceptance of some aspect of theproduct/service?

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What might a person do to indicate acceptance of some aspect of theproduct/service?

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How should we respond when we recognize a buying signal?

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Evaluation: warning signals

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A warning signal is anything that the person says or does which indicates that the

person may have moved further from a favorable position regarding buying.

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Which might a person say to indicate hesitance or rejection of some aspect of theproduct/service?

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What might a person do to indicate hesitance or rejection of some aspect of theproduct/service?

how to negotiate a successful , profitable close (تم الحفظ تلقائيًا)

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