Assessing your negotiations can help you identify what’s really important to the other party. Throughout a negotiation, you should be assessing what’s happening. Track major negotiating points over time. See what’s a plus or a minus versus the last round of negotiations. If you go back to your initial goals and what the other party’s initial goals were, their must-haves, want-to-haves, nice-to-haves and also evaluate it for your end, you can track over time where are you making concessions? Where’s the other party fighting hard for something? Doing this type of assessment can help you identify what’s really important to them and what’s not. Assessment can help you identify topics that recur and also areas where they’re more willing to make concessions. Be very aware of prior offers that you make. Make sure you have documentation because the other party can bring them back up later and use them against you. Now the good news is you can do the same thing. But if you’re not aware of an offer you make or an offer, even worse, that somebody on your team makes that you’re not aware of, those things can come back to bite you in the end. I had a situation where we were negotiating for a long period of time, and after each set of emails, because that was the dominant communication vehicle for those communications, my partners and I sat down and we compared notes. We looked for concessions they were requesting. We also considered negotiating techniques they were using, things like the invisible man where they were saying, “Hey, I need to go check with someone else before I can offer this point.” They were also using a technique called the bogey, where they were making something out to be really important to them, but as we tracked it, it was clear that it really wasn’t. We were able to look at how our old quotes and conversations […]
About Trevor Jones
This author has not written his bio yet.
But we are proud to say that Trevor Jones contributed 399 entries already.
Entries by Trevor Jones
Your resilience as a leader makes or breaks your ability to inspire followership. Today’s guest post is by Maureen Metcalf, CEO of Innovative Leadership Institute, and a Principal here at thoughtLEADERS. Leaders face unprecedented challenges as change accelerates; they rush to learn about AI while finding additional market pressures and supply chain disruption. Additionally, they struggle to attract and retain talent and keep them engaged. No matter your sector and career role, you are likely facing more challenges than your current skills can handle. Depression and anxiety are at an all-time high, and we see little change in this trend. How you navigate those challenges sets you apart from others. Helen Keller, Mahatma Gandhi, Martin Luther King, Jr., and most recently, Greta Thunberg — have embodied the resilience that helped them rebound from setbacks and thrive during and after adversity, including overcoming dire obstacles and challenges. What Is Resilience? Resilience: The capacity to adapt to challenges and difficulties; mental flexibility in facing obstacles or external demands. That’s the technical definition. In practice, there’s more nuance to resilience for a leader. First, its strength depends greatly on your physical, psychological, and social well-being. Second, resilience can be amplified by antifragility, a relatively new term that means bouncing back from challenges and improving because of them. Third, you must also be adaptable in your leadership approach and remain focused on your strategic goals (although how you attain them is flexible). Addressing all aspects of resilience is critical to managing stress and increasing your baseline capacity to function in stressful environments. The goal of resilience is to “thrive” — becoming stronger after facing adversity and challenges. Resilience can be developed and strengthened over time. As a leader, facing challenges and obstacles is inevitable. Your ability to bounce back is critical to success. Why […]
Our reader poll today asks: How many times in your career have you jumped into an entirely different industry or area of expertise? Never 21.11% 1-2 40.69% 3-5 28.51% More than 5 9.69% Learning new things. While 62% of you report only moving to a different industry or area of expertise two or less times, 38% have made multiple jumps over the course of your careers. Learning new things can be scary and entering new industries or functions requires you to ascend a steep learning curve. Those jumps are not without risks either. All that said, the benefits of making those jumps can be many. You’ll learn new things and find different ways of looking at the world. You’ll experience new cultures in those new departments or companies. You’ll become a better problem solver because you’ll understand more facets of a problem and be able to make more connections between domains of expertise. If you’re given the opportunity to make a jump and it feels like your current career trajectory is stalled, consider the new role. You’ll learn a lot and it could reinvigorate your career. – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
By understanding and applying the principles of Polyvagal Theory and Neuroception, leaders can create workplaces that not only drive success but also promote well-being and human connection. Today’s guest post is by Randy Brazie MD, SEP® and Geoffrey VanderPal DBA, CFP®, PMP, SHRM-SCP, coauthors of The Steadfast Leader: Control Anxiety, Make Confident Decisions, and Focus Your Team Using the New Science of Leadership (CLICK HERE to get your copy). In the heart of Silicon Valley, nestled among tech giants, stood a modest yet ambitious startup, NewNexxTexx Innovations. Despite its potential, NewNexxTexx was grappling with high employee turnover and low morale. The arrival of their new CEO, David Raynod, marked the beginning of an extraordinary transformation, guided by the principles of Polyvagal Theory and Neuroception. David’s Challenge: A Disconnected Workforce David, a seasoned leader with a keen interest in psychology, quickly noticed the signs of a disconnected workforce: strained communication, lack of collaboration, and a pervasive sense of unease. He knew that for NewNexxTexx to thrive, he needed to foster a sense of safety and belonging among his team. Polyvagal Theory: A New Leadership Lens David was deeply influenced by Polyvagal Theory, which posits that our autonomic nervous system, responsible for our emotional responses, has three states: fight or flight, shutdown, and social engagement. He realized that the stressful environment at NewNexxTexx was keeping employees in a constant state of fight or flight, hindering creativity and collaboration. The First Step: Cultivating Safety David began by addressing the underlying stressors. He initiated open forums for employees to express their concerns and ideas. These weren’t typical meetings; they were structured to be non-hierarchical and inclusive, making every team member feel heard and valued. This approach started to shift the office atmosphere, activating the social engagement system among employees. Neuroception: The Unseen Guardian […]
Making a small shift in how you communicate with others can yield big results. A simple change from “no” to “yes, and…” will reframe your conversations in a positive light and open up new possibilities. Today’s post is by Chris Dyer, author of The Power of Company Culture (CLICK HERE to get your copy). Back in 2008-2009, when we were all struggling with the great recession of our age, I was also struggling with my company culture. Fewer orders, and a dismal economic outlook had forced me to reflect on every part of my business. Along the way I made some important discoveries about my services, and it began my fascination with company culture. Quickly I discovered some difficult truths. Somehow, I became a bottleneck to the entire company, and had earned a reputation for saying “No.” Nothing kills innovation and enthusiasm faster! After learning how to stop saying “No,” and making some important changes to my company’s culture, we began to see incredible results. Since “Positive Revolution,” PeopleG2 has been twice named to the Inc 5000 list of fastest growing companies, and received more accolades for growth and for the best places to work than I can even keep track of. Although I am proud of these accomplishments, what I want you to know is how many awards and recognitions we had prior to this change. Zero. None. Not a single highlight from any outside group. We were a good company, and treated our employees well. But, we were far from great. Very far! So I embarked on a journey to radically change my company. I was determined to figure it out, or blow it all up. As I devoured business books, blog posts, and every bit of thought leadership I could digest, a clear answer on how […]
Our reader poll today asks: How long does your organization’s strategic planning process take to complete? Less than a month 9.82% 1-3 months 25.77% 3-6 months 23.93% 6-9 months 9.81% More than 9 months 30.67% Moving from Strategy to Execution. While 60% of you reported your strategic planning process takes less than six months, an alarming 40% report that it takes longer with 30% stating it’s more than nine months. This can be problematic because the world and markets change rapidly. By the time a plan you started writing nine months ago is ready for implementation, your market conditions may have changed so much that the plan is now irrelevant. Consider accelerating your base planning process and then updating the plan more frequently as market conditions change. The faster you start deploying your strategic plan and executing the initiatives it contains, the more likely it is you’ll be successful and get ahead of your competitors who have longer planning and execution cycles. – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Your negotiation strategy can make or break a deal. Learning negotiation tactics is key to becoming a more strategic negotiator. Over the years, I’ve learned some great negotiating techniques and tactics. I’d like to share them now. The Invisible Man The first is called The Invisible Man. You can use this technique when you’re in the heat of a deal and you don’t want to give an answer right now, or you don’t like the position that the other party is taking. You just say, “Well, I have to check with my colleagues before I can give you an answer.” That other party isn’t in the room, so you’ve pushed back the negotiation. You’ve bought yourself some time, and now you have the ability to go back to the other party and say, “I know you wanted a 20% discount, but I’ve spoken with my colleagues and the best we can do is 10%.” You’ve created an invisible authority that the other party has to negotiate against.
Every business venture carries risk. Kim Wasson describes a straightforward process for determining what might go wrong and whether it’s worth worrying about. Today’s guest post is by Kim Wasson, a principal at thoughtLEADERS and author of The Socially Intelligent Project Manager: Soft Skills That Prevent Hard Days (CLICK HERE to get your copy). Every business venture, from initial filing to product announcement to hiring, carries risk. And while we certainly focus on risk for the big ticket items, we tend to ignore the possible issues for anything smaller than a product launch – and then get caught unaware when something goes wrong. Of course, not every possible risk is worth worrying about. Sure, the volcano under Yellowstone might erupt but the changes are vanishingly small and there’s no way to predict or avoid it. But other things, like running over budget or being leapfrogged by competitors, or even setting up some kind of process that ends up causing an exodus at your company, are worth trying to get ahead of. Where do you start trying to figure out what might go wrong and whether it’s worth worrying about? Fortunately, there’s a process for that. Let’s back up a bit. Before you start looking at what might go wrong you’ll need to understand how you (and probably your organization) feel about the importance of what you’re doing. Will you damn the torpedoes and full speed ahead no matter what the risk (for example, a new start-up trying to get the first product out)? Is it a bet-the-company proposition? Is it a trial balloon that won’t be worth too much risk because either the reward is small or the possible damage is too serious to continue? The answers to these questions won’t help you identify the risks, but they will help […]
Our reader poll today asks: How are intellectual property and trademark rights viewed in your organization? They’re sacred and should never be violated 70.74% One should be careful not to violate them but … sometimes it happens 22.57% It’s not a big deal if you’re not overly obvious about violating them 4.87% Who cares? It’s imaginary stuff anyway 1.82% Respecting IP and trademarks. Just because they’re “invisible” doesn’t mean they can’t be stolen. For the 7% of you who say it’s not a big deal to violate IP or trademarks or that one doesn’t need to care, think again. There are stiff penalties for violating IP and trademarks including fines, lawsuits, sanctions, and other unpleasant consequences of not respecting the rights someone has to something they created. In the moment it might not seem like a big deal to use that picture, song, video, or proprietary framework but when the trademark holder finds out, you could find yourself in a heap of trouble. Also consider the fact that you’re stealing – you’re using the work of another person without appropriately compensating them for their creation. Do the right thing – respect IP and trademarks. Pay for licensed versions of content or don’t use it if it’s not allowed to be used for your purposes. You’d want the same respect for your work if you were the creator. Save yourself the headaches and respect the IP of others. – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Understanding the strategic environment of a negotiation will help you achieve your desired outcome. The first step in any negotiating process is defining and understanding the context you’re operating in. You have to understand the strategic environment of the negotiation in order to be successful. There are several elements to defining this context. First, who is the decision maker, and why are they doing this? The better you understand these players and what they’re trying to get out of the negotiation, the more successfully you’re going to be able to approach them. Second, define your goals. What are you interested in, and what do you need? By laying out these objective functions, you can focus on achieving them during the negotiation, and make sure that you don’t accidentally give them up. Third, what are the outcomes that are in play? What’s at stake? So when you look at the final negotiation, what are those possible end states? What do you risk losing? What do you risk gaining? Next, define the other options you’re considering. Many negotiations have many different outcomes that you can pursue. By defining what these options are, you’re better able to determine which one you should pursue. And last, what will it take to close the deal? Trying to get a clear understanding of what’s going to lead the other party to say yes, and what’s going to get approval on your end for the negotiation is critical. An example of a negotiation I went through where we had to clearly define the context was when we were trying to buy back a franchise operation. The owners were looking to cash out. They wanted to sell their franchise back to us as a corporation. Our goal was to buy access to their market but do so at a reasonable price. So these were the goals of the parties that were involved. Now, the options we had available to us were either a full purchase of their territory or no sale and they […]
Unlock the path from corporate executive to a thriving portfolio career, showcasing intentional choices and strategic career moves for lasting success. Today’s guest post is by Merideth Mehlberg, author of YOUR FINEST WORK: Career Fulfillment In A Complicated World (CLICK HERE to get your copy). Renata, Vice President of Operations for a large fintech company, arrived for coaching ready to leave her role, but fearful of the risks such a shift would include. She had grown fond of the status that came from helping lead a well-known brand. As we began our coaching, Renata sat with two different potential paths: thinking she had “one more big role” in her working at a similar-sized organization, or joining an early-stage company where she could wield greater influence at the C-level. I recognized this dilemma as one I’d seen many times before when coaching executive clients. I knew that to support Renata best, we needed to help her become her career’s intentional architect, stepping back to clarify her guiding principles. Acting as her compass, they would provide direction from the inside out. To solidify her non-negotiables, I posed questions to distill what she wanted for her next chapter, asking: What did she value most, and how must those values align with her work? What did she long to spend her time doing at work? What type of business problem did she want to help solve? What type of work environment would bring out her best? What would make her feel satisfied professionally? These answers formed a set of criteria that allowed Renata to push past her fears. When we examined what she was afraid of, she recognized that optics felt important. If she moved to a smaller company, she worried that people would think she was wasting her experience. In the future, she […]
Our reader poll today asks: How do you handle team members who ask for too many resources? I tell them “we’ll see” so I don’t have to say “no” 4.40% I say “no” directly and explain why 35.12% I tell them what conditions they have to meet to earn those resources 60.48% I ignore the request and hope it goes away 0.00% Conditional approval before “no.” The vast majority of respondents shared that they place conditions on getting resources. Doing so lets your team member know what they can do (if anything) to secure the resources they need. And if they have no control over the situation, it lets them know what conditions have to occur before resources will be released. For example, that might sound like “if we reach our sales goal this quarter, we’ll fund your technology investment request next quarter.” Conditional approval can use the phrase “yes, if…” This means telling someone “yes, you can have funding for the technology investment if you can come in under budget on the other project you’re currently working on.” This gives them control over the situation or it has them be the one to say “no” to themselves if they’re not able to fulfill the conditions for moving forward. – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!