tag:blogger.com,1999:blog-85773171536207411912024-02-18T21:42:29.136-08:00The Leadership and Negotiation NexusThis blog examines the nexus and interconnected nature of Leadership and Negotiation. Posts will examine issues in each realm with a particular emphasis on linkages between the two related fields. Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.comBlogger19125tag:blogger.com,1999:blog-8577317153620741191.post-85301748458393249612017-05-03T16:53:00.001-07:002017-05-03T16:53:46.449-07:00The North Win and the Sun: Persuasion, Leadership and Negotiation<div class="separator" style="clear: both; text-align: center;">
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Consider this Aesop’s fable:<o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">The Wind and the Sun were disputing which was stronger.
Suddenly they saw a traveller coming down the road, and the Sun said: “I see a
way to decide our dispute. Whichever of us can cause that traveller to take off
his cloak shall be regarded as the stronger. You begin.” So the Sun retired
behind a cloud, and the Wind began to blow as hard as he could upon the
traveller. But the harder he blew the more closely did the traveller wrap his
cloak round him, till at last the Wind had to give up in despair. Then the Sun
came out and shone in all his glory upon the traveller, who soon found it too
hot to walk with his cloak on.<o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">The lesson?<span style="mso-spacerun: yes;"> </span>Persuasion
achieves more than force…certainly in the long run.<o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">In this blog I want to analyze the role of persuasion in
leadership and negotiation.<span style="mso-spacerun: yes;"> </span>Frankly, any
leader and negotiator would be completely ineffectual without the ability to
persuade others.<span style="mso-spacerun: yes;"> </span>I often ask students to
raise their hand if they think they are persuasive.<span style="mso-spacerun: yes;"> </span>Almost all do, because most think they are
persuasive.<span style="mso-spacerun: yes;"> </span>However, it is not so easy
and many of us are much less persuasive than we think…some find out the hard
way.<o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">One of the best ways to think through being persuasive was
articulated by Aristotle in his book <b style="mso-bidi-font-weight: normal;"><u>Rhetoric</u></b>
published some 2300 years ago.<span style="mso-spacerun: yes;"> </span>In the
book Aristotle discussed the three means of persuasion – Ethos, Pathos, and
Logos.<span style="mso-spacerun: yes;"> </span>This short framework is really
helpful to plan how to be effective and to think broadly about the different
ways to persuade others.<span style="mso-spacerun: yes;"> </span>Here is an
explanation that both leaders and negotiators should take to heart to improve
their ability to persuade others.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><u><span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Ethos</span></u></b><span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> is the
credibility and trustworthiness that you possess.<span style="mso-spacerun: yes;"> </span>Why should someone listen to you?<span style="mso-spacerun: yes;"> </span>Are you the right messenger and, if so,
why?<span style="mso-spacerun: yes;"> </span>Do you have authority and a track
record that gives you a platform to be heard?<span style="mso-spacerun: yes;">
</span>If not, how can you create such a platform?<span style="mso-spacerun: yes;"> </span>And if you don’t have time to create a
platform can you find the right messenger to deliver the message for you?<span style="mso-spacerun: yes;"> </span>So part of being persuasive is -- are you the
right person to make the case for something?<o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">As a leader and negotiator Ethos is critical.<span style="mso-spacerun: yes;"> </span>Without credibility people simply won’t
listen to all of your knowledge or follow you where you want to go.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Pathos</span></b><span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> is the
emotional connection or bond that you make with the person you are trying to
persuade.<span style="mso-spacerun: yes;"> </span>Often times when one is trying
to persuade another it comes down, not to logic, but rather to feelings and
connecting with people at that level.<span style="mso-spacerun: yes;">
</span>This is what Pathos is all about.<span style="mso-spacerun: yes;">
</span>Stories, examples, and empathy are a very good way to persuade with this
mode.<o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">The most effective leaders and negotiators know how to paint
a picture of something AND also how to draw you into that picture through an
emotional tug.<span style="mso-spacerun: yes;"> </span>As Maya Angelou stated
“People will forget what you said.<span style="mso-spacerun: yes;">
</span>People will forget what you did. But people will never forget how you made
me feel.”<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Logos</span></b><span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> is the
logical case that you make to someone.<span style="mso-spacerun: yes;">
</span>Certainly in the Western world this is where most of gravitate toward when
it comes to persuasion.<span style="mso-spacerun: yes;"> </span>We try to create
a logical and reasoned case as to why someone should do something.<span style="mso-spacerun: yes;"> </span>While this is often effective, it is
problematic when either Ethos or Pathos is really what is going on for the
other person.<span style="mso-spacerun: yes;"> </span>The other challenge to
remember when it comes to Logos is to create the logical case from the
perspective of the person you are trying to persuade.<span style="mso-spacerun: yes;"> </span>We often make the mistake of creating a
logical case from OUR perspective and then cannot figure out why it did not
resonate with the other person. <span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Of course, eventually Logos becomes important.<span style="mso-spacerun: yes;"> </span>If you don’t have Logos than many a
persuasive case will falter.<span style="mso-spacerun: yes;"> </span>Leaders and
negotiators have to be able to eventually connect the dots or they will lose
the other.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">To put a bow around this blog post, let me share a real world
story of how this works in practice. I was working with a company conducting a
negotiation training last year.<span style="mso-spacerun: yes;"> </span>After I
explained this framework to the group a woman came up to me and said something
like this, “I have been stuck with a problem that I have been working on for a
client for the past 3 months.<span style="mso-spacerun: yes;"> </span>I thought
I had figured it out and presented a very logical (Logos) case to them that
really made a lot of sense.<span style="mso-spacerun: yes;"> </span>They
rejected my solution almost immediately.<span style="mso-spacerun: yes;">
</span>I was puzzled and could not understand what happened…until now.<span style="mso-spacerun: yes;"> </span>What I am now realizing is that they really
wanted to hear some Pathos from me – an acknowledgement that I truly understood
their problem and had it all under control.<span style="mso-spacerun: yes;">
</span>Had I just done that the problem would have been solved.”<o:p></o:p></span></div>
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<span style="background: white; color: #333333; font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">So, in short, there are three means of persuasion – <b style="mso-bidi-font-weight: normal;">Ethos, Pathos</b> and <b style="mso-bidi-font-weight: normal;">Logos</b>.<span style="mso-spacerun: yes;"> </span>Use the framework to
prepare and look for clues as to which is most important to the other. </span><span style="font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-73461057959309403532017-04-07T10:29:00.000-07:002017-04-07T10:29:17.710-07:00The role of confidence in leadership and negotiation<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhwgFVJqkhxotMUqwJCwNIIvwUEpeuIMRz1tRfPESNdNTOc6rrZSwvNu13EiEpeCJRFcSlxSyDounLDChdkYdAV_dl2qzqPPbL2quPWk090GrmQ1ATzSmeeK_FhvdulqcBmZUPAz50NFe8/s1600/goldie+locks.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhwgFVJqkhxotMUqwJCwNIIvwUEpeuIMRz1tRfPESNdNTOc6rrZSwvNu13EiEpeCJRFcSlxSyDounLDChdkYdAV_dl2qzqPPbL2quPWk090GrmQ1ATzSmeeK_FhvdulqcBmZUPAz50NFe8/s1600/goldie+locks.jpeg" /></a></div>
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<span style="mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">“Confidence
is a gift, given to you by yourself. To have it costs nothing but to not have
it comes with an immeasurable price tag.”</span></div>
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<div align="center" class="MsoNormal" style="text-align: center;">
<span style="mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Debbie
Dickerson, <u>Confidence is Your Game Changer</u></span><span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<span style="mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><u><br /></u></span></div>
<div class="MsoNormal">
<span style="background: #FAFAFA; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Confidence is a fundamental part
of effective leadership and negotiation (among other endeavors in life).<span style="mso-spacerun: yes;"> </span>However, what it means to be appropriately confident
is sometimes unclear and can cross a fine line into being over or under
confident.<span style="mso-spacerun: yes;"> </span>Let’s explore this idea and
try to grasp its role as it pertains to leadership and negotiation.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="background: #FAFAFA; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">The word confidence comes from
the Latin word confidere, which means 'to be sure.'<span style="mso-spacerun: yes;"> </span>However, how do we know how sure we should
be?<span style="mso-spacerun: yes;"> </span>It is a little bit like </span>Goldie
Locks and three bears.<span style="mso-spacerun: yes;"> </span>As you will
recall in that story, Goldie Locks tried porridge that was too hot, too cold,
and then just right.<span style="mso-spacerun: yes;"> </span>Similarly, you can
be too sure in yourself (AKA overconfident or cocky), not sure enough in
yourself (AKA under confident or meek), or you can have just the right amount of
confidence.<span style="mso-spacerun: yes;"> </span>When you have just the right
amount you continue to trust yourself even when you fail…without questioning
your overall ability.<span style="mso-spacerun: yes;"> </span>Clearly the best
leaders and negotiators find that sweet spot.<span style="mso-spacerun: yes;">
</span><span style="mso-spacerun: yes;"> </span><span style="mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
When it comes to the role of confidence in leadership and
negotiation it is not a stretch to say that it forms the foundation of
everything that is done in these realms.<span style="mso-spacerun: yes;">
</span>For example, when it comes to leadership <span style="background: white; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Francisco Dao
explains, “Self-confidence is the fundamental basis from which leadership
grows. Trying to teach leadership without first building confidence is like
building a house on a foundation of sand. It may have a nice coat of paint, but
it is ultimately shaky at best.”<span style="mso-spacerun: yes;">
</span>Similarly, when it comes to negotiation, listen to the words of international
negotiator Lahktar Brahimi, “</span>You have to be, at the same time, arrogant
because you want to solve problems that look unsolvable, but you need to also
be very very humble.<span style="mso-spacerun: yes;"> </span>These are
contradictory things but if you look closely they are not that contradictory.<span style="mso-spacerun: yes;"> </span>You also need to have determination, you want
to succeed, and you think (reaching success) is doable.<span style="mso-spacerun: yes;"> </span>But you also need to be modest, don't play
god, you are not god and you have to accept failure as part of the process.”<span style="background: white; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"> <o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="background: white; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">The key to confidence in
leadership and negotiation is the belief in yourself that you can do whatever
you set your mind to do, but that has to be combined with an ability to listen
to others when you are off course or heading down the wrong road.<span style="mso-spacerun: yes;"> </span>If you fail to listen you are over
confident.<span style="mso-spacerun: yes;"> </span>As Stone, Patton, and Heen
explain in their book <u>Difficult Conversations</u>, </span>“One reason people
are reluctant to admit mistakes is that they fear being seen as weak or
incompetent. Yet often, generally competent people who take the possibility of
mistakes in stride are seen as confident, secure, and ‘big enough’ not to have
to be perfect, whereas those who resist acknowledging even the possibility of a
mistake are seen as insecure and lacking confidence. No one is fooled.”<span style="mso-spacerun: yes;"> </span>Conversely, <span style="background: white; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">if you listen
too much and lose your way, than you lack confidence.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div style="background: white; margin-bottom: .0001pt; margin: 0in; vertical-align: top;">
<span style="background: white; font-family: Cambria; font-size: 12.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Confidence,
however, is not just about how we ourselves when it comes to leading and
negotiating.<span style="mso-spacerun: yes;"> </span>It is also about how
followers or others we are trying to influence see us.<span style="mso-spacerun: yes;"> </span>As Thomas Wren explains, </span><span style="font-family: Cambria; font-size: 12.0pt;">“Not only is the leader’s
self-confidence important, but so is others’ perception of him. Often, leaders
engage in impression management to bolster their image of competence; by
projecting self-confidence they arouse followers’ self-confidence.
Self-confident leaders are also more likely to be assertive and decisive, which
gains others’ confidence in the decision. This is crucial for effective
implementation of the decision. Even when the decision turns out to be a poor
one, the self-confident leader admits the mistake and uses it as a learning
opportunity, often building trust in the process. . . .”<span style="mso-spacerun: yes;"> </span>The same can be said for negotiation.<span style="mso-spacerun: yes;"> </span>If the other negotiator senses a level of
confidence in you than they are more open to your proposals and ideas and will
also have a level of respect for you that won’t been seen if you come across as
over or under confident.<span style="mso-spacerun: yes;"> </span>According to a
study by Huthwaite International, a UK-based sales and negotiation specialists
firm, under-confident negotiators achieve a successful outcome in just one in
five of the negotiations they’re involved in.<span style="mso-spacerun: yes;">
</span>The survey of over 1,300 professionals in 52 countries also found that
those who feel ‘neutral’ achieve an even lower rate of success in negotiations,
with only 16 per cent of them succeeding.<span style="mso-spacerun: yes;">
</span>Successful negotiators were defined as those who implemented 75 per cent
or more of their negotiations without the need to renegotiate. Those defined as
unsuccessful were negotiators who had a rate of success lower than 50 per cent
in their negotiations.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; vertical-align: top;">
<br /></div>
<div class="MsoNormal" style="background: white; vertical-align: top;">
<span style="mso-ascii-font-family: Cambria; mso-bidi-font-family: "Times New Roman"; mso-hansi-font-family: Cambria;">The study also stated that more than six out of 10 (62 per
cent) of successful negotiators describe themselves as “very confident” when
entering negotiations.<span style="mso-spacerun: yes;"> </span>As the CEO of
Huthwaite, Tony Hughes, stated “Confidence has a huge impact on negotiators’
behaviour and what they ultimately achieve.” </span><span style="background: white; mso-ascii-font-family: Cambria; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-hansi-font-family: Cambria;">Hughes ends the study
with the following advice for negotiators, but also seems relevant for leaders,
“Our advice is to be confident but not aggressive. Try to strike the right
balance with your negotiation partner and focus on long-term partnerships.” </span><span style="mso-ascii-font-family: Cambria; mso-bidi-font-family: "Times New Roman"; mso-hansi-font-family: Cambria;"><o:p></o:p></span></div>
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<br /></div>
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<span style="background: white; mso-ascii-font-family: Cambria; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-hansi-font-family: Cambria;">So the bottom line is that confidence is a critical and often
unforeseen underpinning of leadership and negotiation.<span style="mso-spacerun: yes;"> </span>If you have it, find the right balance so you
don’t tip too far in either direction.<span style="mso-spacerun: yes;">
</span>If you don’t feel confident, probe as to why and then work on those
aspects until you do.<span style="mso-spacerun: yes;"> </span>It takes time to
build confidence if you don’t have it, but when you find it you won’t lose it
easily. </span><span style="mso-ascii-font-family: Cambria; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-hansi-font-family: Cambria;"><o:p></o:p></span></div>
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<span style="mso-ascii-font-family: Cambria; mso-hansi-font-family: Cambria;"><span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-91113958749507191622017-02-15T18:24:00.001-08:002017-02-20T18:05:15.146-08:00Leaders vs. Managers: Distinct negotiation approaches<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj3oCvO5N-r8qhJAB6H9j9Z7mhNCRPcG8ey_sInjxvGvx-n9J-hniX_8zI2upOh6nIOofhiLh6qNaluikytL7tlHwgmW_E5Q9ZSwV5DQZw49WEU-dMoOdHWcvSzpVOCa7S89m58chUk48o/s1600/Leader-vs-Manager.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="119" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj3oCvO5N-r8qhJAB6H9j9Z7mhNCRPcG8ey_sInjxvGvx-n9J-hniX_8zI2upOh6nIOofhiLh6qNaluikytL7tlHwgmW_E5Q9ZSwV5DQZw49WEU-dMoOdHWcvSzpVOCa7S89m58chUk48o/s320/Leader-vs-Manager.jpg" width="320" /></a></div>
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<br /></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">There are two basic ways in which to view and approach any
negotiation. We can see it as either distributive or integrative; or a combination
of the two. Leaders have the ability to see negotiations in both lights, but
based on the literature it appears that managers are biased in seeing negotiations
as inherently distributive in nature.<span style="mso-spacerun: yes;">
</span>Here is why I would make such a claim.<span style="mso-spacerun: yes;">
</span><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">First, let’s break down some key features of the approaches to a
negotiation and then look at why managers are predisposed to focus on
distribution and not integrative approaches.<o:p></o:p></span></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Distributive
Negotiations are generally seen as:<o:p></o:p></span></b></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Having an outcome
that is win or lose,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Zero-sum in
nature or a fixed pie,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Actively seeking
to assert one’s position only,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Focused on limiting
information sharing as much as possible,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Having the mantra
that anything not acquired is lost.<o:p></o:p></span></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Integrative
Negotiations are generally seen as:<o:p></o:p></span></b></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Having an outcome
that is focused on mutual gains for both parties,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Focused on
creating value and enlarging the pie before dividing it,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Seeking to
actively understand the other side’s perspective,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Understanding the
importance of reciprocally sharing information,<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l2 level1 lfo3; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Having the mantra
that mutual giving can result in mutual gaining.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Now that we have clarified that, it is critical that we draw a clear
distinction between leadership and management.<span style="mso-spacerun: yes;">
</span>John Kotter, Professor at Harvard Business School, explains that the classic
business school definition of management revolves around<sup>1</sup>: <o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">1)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Planning<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">2)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Organizing<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">3)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Directing<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">4)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Controlling<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Contrast that with McFarland, Senn, and Childress, who collaborated to
write <i style="mso-bidi-font-style: normal;"><u>Twenty-First Century Leadership:
Dialogues with 100 Top Leaders</u></i>. They defined the 21<sup>st</sup> century
leader as someone who:<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">1)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Facilitates
excellence in others<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">2)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Has interpersonal
sensitivity<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">3)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Exhibits a mastery
over change<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;">4)<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Takes a holistic
approach -- embracing a wide variety of qualities, skills, and capabilities.<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Based on the following descriptions we can see that a manager's inherent
training and focus on ‘directing’ and ‘controlling’ aren’t conducive with most
element of the integrative approach to negotiations.<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Someone who believes they need to direct the discussion won’t actively
seek to understand the other side and someone who is trained to control a
situation won’t likely be willing to share information in a reciprocal manner. Further,
neither directing nor controlling are natural segues into the concept of mutual
gain.<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Juxtapose this with the 21<sup>st</sup> Leader as described by McFarland,
Senn, and Childress. Every aspect of a leadership approach lines up with the
integrative negotiator:<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">The concept of mutual gain and that value can be explored and found align
with a leader's desire to take a more holistic approach and facilitate excellence
in others.<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">Actively seeking to understand the other side directly connects with a
leader's tendency for interpersonal sensitivity. And finally, we find that this
leader who has mastery of change understands that giving can result in mutual gaining.
Anyone who is comfortable and capable of changing and embracing change will be
open to creative and collaborative solutions.<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">This isn’t to say that the manager bias in negotiation is always bad.
Certain negations are best viewed through the lens of distribution. Simple,
transactional negotiations are perfectly tailored for the manager. In fact,
they are likely to be the most effective and efficient at this type of
negotiation.<o:p></o:p></span></div>
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<div class="MsoNormal">
<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">However, the information presented would seem to indicate that for
more complex, multi-variable negotiations you will want to have a leader,
rather than a manager, involved.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "verdana"; font-size: 12.0pt; line-height: 107%;">With thanks to Chayse Myers for his input.</span></div>
Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com2tag:blogger.com,1999:blog-8577317153620741191.post-27586067306683991652017-01-27T06:30:00.000-08:002017-01-27T12:49:07.779-08:00The Leadership Style and Negotiation Approach of Donald Trump. What can we learn from his past for the next four years?<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3hbuqt4MZu1ELeZySDw2be3YQMRnqz0Hvj2Zr9dF-i1T3qwFwCaV5tKs3Htt3-PAUhsS2Y6j1uHN341nb2tvZzaranm4kITt3PN2PvzNpzhK1gCzdIs7eznvuKfQoZizBjgSNtDwN2Xg/s1600/Donald-Trump-Leadership-Style.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="160" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3hbuqt4MZu1ELeZySDw2be3YQMRnqz0Hvj2Zr9dF-i1T3qwFwCaV5tKs3Htt3-PAUhsS2Y6j1uHN341nb2tvZzaranm4kITt3PN2PvzNpzhK1gCzdIs7eznvuKfQoZizBjgSNtDwN2Xg/s320/Donald-Trump-Leadership-Style.jpg" width="320" /></a></div>
<br />
<div class="MsoNormal">
<span style="font-family: "calibri";">With Donald Trump taking
office it is important to ask what kind of leader and negotiator he will be as
he leads the United States.<span style="mso-spacerun: yes;"> </span>There is
certainly ample evidence from his past to draw from.<span style="mso-spacerun: yes;"> </span>In this month’s blog post, I will begin by
looking at his leadership style and how it can be characterized.<span style="mso-spacerun: yes;"> </span>Then I will shift slightly and look at his
negotiation approach and the way he tries to develop deals at the table.<span style="mso-spacerun: yes;"> </span>In the end I will weave them together to see
if we can understand what the next four years will look like. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "calibri";">In terms of leadership
style, this is a rather tricky one to characterize.<span style="mso-spacerun: yes;"> </span>However, lets give it a try.<span style="mso-spacerun: yes;"> </span>There are a number of different leadership
styles.<span style="mso-spacerun: yes;"> </span>Lets use these five approaches
as explained by Rose Johnson on the website <u>Chron</u> (<a href="http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html">http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html</a>)
The five styles are </span><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";">Laissez-Faire,
Autocratic, Participative, Transactional, and Transformational.<span style="mso-spacerun: yes;"> </span>Briefly here is a summary of each:<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;">A laissez-faire leader lacks direct supervision of their
followers and fails to provide regular feedback to those under their
supervision. The laissez-faire style produces no leadership efforts from those
also capable of exercising leadership. This often leads to poor performance and
a lack of control.</span><span style="font-family: "calibri";"><o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; mso-list: l0 level1 lfo1; mso-outline-level: 2; text-indent: -.25in; vertical-align: baseline;">
<!--[if !supportLists]--><span style="color: black; font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;">The autocratic leadership style allows managers to make
decisions alone without the input of others. Leaders possess total authority and
impose their will on their followers. No one challenges the decisions of
autocratic leaders.</span><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; mso-list: l0 level1 lfo1; mso-outline-level: 2; text-indent: -.25in; vertical-align: baseline;">
<!--[if !supportLists]--><span style="color: black; font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;">The participative leadership approach values the input of
team members and peers, but the responsibility of making the final decision
rests with the participative leader. Participative leadership boosts follower morale
because they make contributions to the decision-making process. </span><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; margin-bottom: 6.75pt; margin-left: .5in; margin-right: 0in; margin-top: 6.75pt; mso-add-space: auto; mso-list: l0 level1 lfo1; mso-outline-level: 2; text-indent: -.25in; vertical-align: baseline;">
<!--[if !supportLists]--><span style="color: black; font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;">The transactional
leadership style focuses on certain tasks to perform and provide rewards or
punishments to followers based on results. Goals are predetermined together and
the leader possesses the power to review results and train or correct followers
when they fail to meet goals. <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="background: white; margin-bottom: 6.75pt; margin-left: .5in; margin-right: 0in; margin-top: 6.75pt; mso-add-space: auto; mso-list: l0 level1 lfo1; mso-outline-level: 2; text-indent: -.25in; vertical-align: baseline;">
<!--[if !supportLists]--><span style="color: black; font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;">The
transformational leadership style depends on high levels of communication.
Leaders motivate followers and focus on the big picture to accomplish the goal.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; margin-bottom: 6.75pt; margin-left: 0in; margin-right: 0in; margin-top: 6.75pt; mso-outline-level: 2; vertical-align: baseline;">
<span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;">Given these five styles, where does Trump fit?<span style="mso-spacerun: yes;"> </span>At first glance, he seems to be a combination
of the autocratic approach and the transactional style. There is little doubt
that he has a top down style where he is in charge.<span style="mso-spacerun: yes;"> </span>He certainly wields his authority and imposes
his will on others.<span style="mso-spacerun: yes;"> </span>Further, it is fair
to say that the transactional approach is one that Trump talks about
often.<span style="mso-spacerun: yes;"> </span>Wanting new deals that benefit
America and other approaches that see agreements as transactions rather than
part of a larger relationship.<span style="mso-spacerun: yes;"> </span>However,
if we listen to his own words we find quite a different characterization that
leads one to believe that he actually has a laissez-faire style.<span style="mso-spacerun: yes;"> </span>Consider these comments he made about his own
leadership style, </span><span style="background: white; color: black; font-family: "calibri";">"Most
people are surprised by the way I work. I play it very loose. I don't carry a
briefcase. I try not to schedule too many meetings. I leave my door open. You
can't be imaginative or entrepreneurial if you've got too much structure. I
prefer to come to work each day and see what develops."<span style="mso-spacerun: yes;"> </span>Or consider this characterization of how he
plans to deal with the media if he were to be elected president, “I’ll wing it
and things will work out.”<span style="mso-spacerun: yes;"> </span>As we watch
Trump ascending to the Presidency these statements do seem to reflect his
leadership approach in many ways.<span style="mso-spacerun: yes;"> </span>The
lack of details around policies during the campaign and the confidence he has
in himself lend credence to this perspective holding truth.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span></span><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial; mso-fareast-font-family: "Times New Roman";"> </span><span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;"><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="color: black; font-family: "calibri"; mso-bidi-font-family: Arial;">Now lets weave that together with his negotiation approach.<span style="mso-spacerun: yes;"> </span>To do that we can turn to various snippets
from his book the <u>Art of the Deal</u>.<span style="mso-spacerun: yes;">
</span>To begin, it is clear that Trump is a transactional negotiator and takes
a very positional or distributive approach to negotiation.<span style="mso-spacerun: yes;"> </span></span><span style="background: white; font-family: "calibri"; letter-spacing: -0.05pt;">“My style of
deal-making is quite simple and straightforward. I aim very high, and then I
just keep pushing and pushing and pushing to get what I’m after.” (pg. 45)<span style="mso-spacerun: yes;"> </span>Take the example of the wall he wants to build
with Mexico.<span style="mso-spacerun: yes;"> </span>The fact that he has stated
he will get Mexico to pay for the wall is aiming very high…to the point that
people are talking less about the building of the wall and more about who will pay for
it.<span style="mso-spacerun: yes;"> </span>He also seems to know how to
manipulate people – playing on their sense of self.<span style="mso-spacerun: yes;"> </span>As he stated, </span><span style="background: white; font-family: "calibri"; letter-spacing: -0.05pt;">“I play to
people’s fantasies. People may not always think big themselves, but they can
still get very excited by those who do. That’s why a little hyperbole never
hurts. People want to believe that something is the biggest and the greatest
and the most spectacular. I call it truthful hyperbole.” (pg. 58)<span style="mso-spacerun: yes;"> </span>Trump also suggests that he is unafraid to
dig in and may even take a deal past what may make sense or be rational (AKA
the psychological concept of entrapment).<span style="mso-spacerun: yes;">
</span>As he explains, “I fight when I feel I’m getting screwed, even if it’s
costly and difficult and highly risky.” (pg. 236)<span style="mso-spacerun: yes;"> </span>Finally, one can hope there is some truth in
this statement. </span><span style="background: white; font-family: "calibri"; letter-spacing: -0.05pt;">“You can’t con people, at least
not for long. You can create excitement, you can do wonderful promotion, you
can get all kinds of press…but if you don’t deliver the goods, people will
eventually catch on.” (pg. 60)<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="background: white; font-family: "calibri";">Practically, his willingness to take risks has resulted in some great 'deals', such as the
purchasing of the dilapidated 40 Wall Street in 1995 for $1 million, followed
by $35 million in renovations, which resulted in a current value of $500 million
today. Juxtapose that with other ventures, in which his laissez-faire approach
(and later recalcitrance), have resulted in problems which eclipse any possible
gains (e.g. all the problems with Trump University).</span><span style="font-family: "calibri"; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="background: white; font-family: "calibri"; letter-spacing: -0.05pt;">What we seem to have in our next
president is a laissez-faire leader who likes to sense and feel his way through
situations and believes he is more than capable of doing so very
effectively.<span style="mso-spacerun: yes;"> </span>Now, couple that with a
very positional negotiator, who is unafraid to take risks, but ultimately knows
he needs to produce results, and you have a very uncertain four years in the
offering.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span></span><span style="font-family: "calibri"; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-33662987498128413712016-03-03T10:43:00.002-08:002016-03-03T10:44:36.401-08:00What to do with trait theory when it comes to leadership and negotiation? <br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1AIT2kLbinIH_mNv9jPgv89B9AKfB_7XOQm-HNRnFZdHo8XqfaMvYDikWG-4CnfXFdTc85XqSRz2dVtTHW4-mAZNr7BxX7fH_CdC5lw_gWamUpwdGv3EZga6lqAtGsEHFjYcnyeQBzFg/s1600/trait.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="170" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1AIT2kLbinIH_mNv9jPgv89B9AKfB_7XOQm-HNRnFZdHo8XqfaMvYDikWG-4CnfXFdTc85XqSRz2dVtTHW4-mAZNr7BxX7fH_CdC5lw_gWamUpwdGv3EZga6lqAtGsEHFjYcnyeQBzFg/s320/trait.jpg" width="320" /></a></div>
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<span style="font-family: "times" , "times new roman" , serif;">For quite some time the most common thinking about effective leadership hinged on Trait Theory. Trait Theory in general is about <span style="background-color: white; line-height: 19.5px;">the characteristics of leaders and has been traditionally used to predict leadership effectiveness. Those traits are then used to gauge the likelihood that people will succeed as leaders. Similarly, various scholars have applied to idea of Trait Theory to negotiation as well, citing such traits as the ability to listen, think quickly on one's feet, be assertive, and empathic.</span></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: white; line-height: 19.5px;"><br /></span></span>
<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: white; line-height: 19.5px;">The question this blog is examining is whether it is helpful to use Trait Theory to conduct such an assessment and if the theory really helps identify successful leaders and negotiators. In other words, what are the benefits and limits of such a theory and what can be concluded about this idea. </span></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><br /></span>
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<span style="font-family: "times" , "times new roman" , serif;"><u>The benefits of Trait Theory are:</u></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><br /></span>
<span style="font-family: "times" , "times new roman" , serif;">1. It is a relatively straight-forward concept. If you possess the traits of an effective leader and negotiator than you have a high likelihood of being successful. If you don't, well, you can either try to learn them (which the theory says is very hard to do) or you are out of luck and should try another endeavor. </span><br />
<span style="font-family: "times" , "times new roman" , serif;">2. Trait Theory provides a very clear way to analyze and assesses effective leadership and negotiation. It sets forth benchmarks that can be measured. </span><br />
<span style="font-family: "times" , "times new roman" , serif;">3. Traits do matter in certain ways to help understand successful leadership. Like anything, this can be taken too far, but the contribution is there nonetheless. </span><br />
<span style="font-family: "times" , "times new roman" , serif;">4. There is ample research to support the concept to varying degrees. </span><br />
<span style="font-family: "times" , "times new roman" , serif;"><br /></span>
<span style="font-family: "times" , "times new roman" , serif;"><u>The limits of the Trait Theory are:</u></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><br /></span>
<span style="font-family: "times" , "times new roman" , serif;">1. If taken too literally the theory is very limiting as to who can be a successful leader. Because many people believe traits are something you are born with you cannot learn to adopt them. The conclusion, therefore, is only certain people are cut out to be leaders or negotiators. </span><br />
<span style="font-family: "times" , "times new roman" , serif;">2. The theory, while it strives for objective measures, is inherently subjective in how it is applied. </span><br />
<span style="font-family: "times" , "times new roman" , serif;">3. There is not exact agreement on what the key traits are (there are many that have been identified) and there is disagreement over which are the most important. </span><br />
<span style="font-family: "times" , "times new roman" , serif;"><br /></span>
<span style="font-family: "times" , "times new roman" , serif;"><u>So what does all this mean and what can we conclude about trait theory:</u></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><br /></span>
<span style="font-family: "times" , "times new roman" , serif;">There is little question that trait theory has given those interested in leadership and negotiation quite a bit to think about. It helps those within an organization, for example, to know what to look for when scouting for the next generation of leaders and negotiators. It can also help instill confidence in individuals should they possess these traits. </span><br />
<span style="font-family: "times" , "times new roman" , serif;"><br /></span>
<span style="font-family: "times" , "times new roman" , serif;">That stated, it seems that trait theory may be a necessary, but not sufficient condition for leadership and negotiation success. The fundamental question in my mind is related to how people acquire these traits. The theory seems much less helpful and interesting if the conclusion is that we are simply born with these traits and they cannot be learned. There is little question we are born with certain physical traits, but far less clear when this issue relates to cognition. In fact, most of the things that make people successful leaders and negotiators emerge from success and failure loops where learning is a core part of what helps us grow. </span><br />
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-73784258189305756402016-01-22T06:21:00.001-08:002016-01-22T06:21:10.677-08:00TGIF Quotation related to Primal Leadership<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRqjQoJ5CnV4yfAfHTbST-jv4L6hrR5BX98Tn2g457bQ9CIkK6qe5hTbr6ogT5t4otGRXvWoUAIL6htbrBPtyVyuouVHMH6P3aKwft3IBPEr7YfbNgHkVU1I-q2Yp6TPcyQ1sBNZPaB2U/s1600/eq_iceberg.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRqjQoJ5CnV4yfAfHTbST-jv4L6hrR5BX98Tn2g457bQ9CIkK6qe5hTbr6ogT5t4otGRXvWoUAIL6htbrBPtyVyuouVHMH6P3aKwft3IBPEr7YfbNgHkVU1I-q2Yp6TPcyQ1sBNZPaB2U/s320/eq_iceberg.jpg" width="320" /></a></div>
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"When I say manage emotions, I only mean the really distressing, incapacitating emotions. Feeling emotions is what makes life rich. You need your passions."</div>
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<div style="text-align: center;">
Daniel Goleman</div>
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-54617897028767296432016-01-20T05:49:00.002-08:002016-01-20T05:51:31.039-08:00What is the connection between leadership approach and negotiation? Part 4: Primal leadership...and primal negotiation<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlbsRK1QXg1j3alFqwyThsBQlF58gK7JdOtjnDtkaPXEiQR9JZjXY-1l4uJmfvjrvMqUPjfBAWyAX8SSNE58cE46DBAWzDLqxr3hYMI0z7Vgai9dydIl67ntZI1gwMQP3ye7IodSv5Lag/s1600/connecting.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="148" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlbsRK1QXg1j3alFqwyThsBQlF58gK7JdOtjnDtkaPXEiQR9JZjXY-1l4uJmfvjrvMqUPjfBAWyAX8SSNE58cE46DBAWzDLqxr3hYMI0z7Vgai9dydIl67ntZI1gwMQP3ye7IodSv5Lag/s320/connecting.jpeg" width="320" /></a></div>
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Primal leadership sounds rather frightening at first blush. It conjures up notions of Hobbes' conception of nature being red tooth and claw. However, authors Goleman, Boyatzis, and McKee, in their book <u>Primal Leadership</u>, mean something quite different. To borrow their words, Primal Leadership means to "prime good feelings in those we lead." Put differently, the primary job of leaders is an emotional one.<br />
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Goleman and colleagues have spent many years researching the role of emotions in leadership. To be more precise, the scientific evidence they gathered strongly indicated that a leader's emotional competencies have a significant impact on their overall leadership ability and ultimate success. So what are they competencies they have identified? There are four categories with upwards of 27 competencies involved. The categories are:<br />
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1. <u>Self awareness</u>: comprised of the ability to be attuned to one's emotional self and the signals you give to others, an accurate self assessment (not over or under inflated), and a level of self assurance that puts people at ease.<br />
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2. <u>Self management</u>: comprised of a number of competencies including self control, transparency, adaptability to fluid and changing situations, taking initiative when needed and a healthy level of optimism. </div>
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3. <u>Social awareness</u>: comprised of empathy, organizational awareness, and a strong commitment to service. </div>
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4. <u>Relationship management</u>: comprised of a number of competencies, including inspiration, the ability to influence, helping to develop others, being a catalyst for change, dealing with conflict effectively, and building effective teams. </div>
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As you can visualize, there is a lot that goes into effective primal leadership and only the very few are truly proficient at most of these. And what about all of this and how it relates to negotiation?<br />
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The history of emotions in negotiation is an interesting one. Back in the 1950s, when scholarly work really began about negotiation, theorists primarily came from an Economics background and worked off of a Rational Actor model. The prevailing sentiment was that emotions should be kept out of negotiation. However, that all changed as a myriad of voices from varied disciplines started pointing out that keeping emotions out of negotiation was essentially impossible (for a great read see <u>Beyond Rationality</u> by Fisher and Shapiro). So how does all of this fit with the notion of primal leadership?<br />
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Quite well actually -- to the point where the primal concept applies equally to negotiation. Starting at the highest of levels, effective negotiators understand the importance of their counterparts coming away from a negotiation feeling primed about the process and ultimate outcome. We see this time and again where one successful negotiation sets up the next process. <br />
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The four categories mentioned in primal leadership are essential for negotiators as well. Taking them one at a time, self awareness in negotiation is fundamentally important since we communicate a significant amount through our non verbal behaviors and our ability to put others at ease. <br />
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Self awareness leads to self management and knowing how to control ourselves, when to share different kinds of information, and having the ability to adapt to different situations that emerge during what is an often unpredictable process. Since much of negotiation is about managing oneself in the face of the other, this category is critical for success. <br />
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Social awareness and knowing when to empathize, how to deal with the organizational challenges that might be part of any negotiation, and the desire to serve others all come into play in different negotiation processes. If I empathize well, for example, the other negotiator comes away feeling as if I truly understand their needs and interests. <br />
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Finally, effective negotiation requires inspiration and the ability to influence others. In fact, there may be no more important skillset than that combination. These skills also help negotiators to address conflicts as they come up and to work with a broad array of people and teams constructively.<br />
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In summary, primal leadership connects directly with primal negotiation. A negotiator's job is, in large part, an emotional one. While negotiators may not be leading people in the traditional sense, many of the abilities discussed are critical for effective negotiation. Having both parties leave a negotiation satisfied to a large degree is the objective of most negotiations and being primal leads us clearly in that direction. <br />
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<br />Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-7353219687712087562016-01-04T05:45:00.002-08:002016-01-04T05:46:52.154-08:00What is the connection between leadership approach and negotiation? Part 3: The leader without authority<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdoj8K47MbqIG9agiFQ5R5SIdadxY2t5AP0CkMCNCDRl0yo2GigZ7w-LExXZ-IJ3i4VVGPub4tYzl2gtHxrpC7k38Weh5p1HIuTEWQ-o3j7LokSYxoefpbcSPLtoHzdQwJtT_jT_5wW98/s1600/dilbert.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><br class="Apple-interchange-newline" /><img border="0" height="99" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdoj8K47MbqIG9agiFQ5R5SIdadxY2t5AP0CkMCNCDRl0yo2GigZ7w-LExXZ-IJ3i4VVGPub4tYzl2gtHxrpC7k38Weh5p1HIuTEWQ-o3j7LokSYxoefpbcSPLtoHzdQwJtT_jT_5wW98/s320/dilbert.jpg" width="320" /></a></div>
<div style="text-align: center;">
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<br />
We often associate leadership with a role and with some form of authority. Think the president of a country or company, a supervisor or boss, etc... You get the idea. However, there is quite a bit of interesting work that has been done on leading WITHOUT authority. The common themes of this work, and the guidance given, is as follows:<br />
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<u>1. Meet the needs and interests of the people you want to follow you</u><br />
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When you try to lead without authority you must find and unearth the needs and interests of those who you would like to follow you. If you meet those needs and interests people will naturally have many reasons to do what you are asking. Put differently, people will move in the direction you would like because they see the value in what you are proposing. <br />
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<u>2. Use persuasion that speaks to those around you</u><br />
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Coercion is not an option when trying to lead without authority. Therefore one must possess the ability to persuade. That means thinking about things from the other people's perspective. A common mistake people make is trying to persuade others, but with arguments that make sense to persuader, not the persuadee. <br />
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<u>3. Ask thought provoking questions</u><br />
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A leader who lacks authority has a best friend -- a thought provoking question. A well placed provocative question, that gives people pause to think deeply, can be the best way to frame a problem or a challenge. This type of question is also a great way to subtly shift people's thinking. <br />
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<u>4. Be humble, yet enthusiastic</u><br />
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A leader without authority has to find a way to resonate with people and get them to believe in what they are saying and doing. Part of the answer to doing this is exhibiting humility. Being humble is something people want in a peer and a leader. The other part of the answer is being enthusiastic. People need to be energized by a leader's passion for the issue or challenge in front of them. Enthusiasm is contagious and inspires quiet confidence. <br />
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<u>5. Take responsibility when needed and give credit to others</u> <br />
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Taking responsibility is one way to exhibit leadership to others. It is not easy to take responsibility in difficult times, but it conveys a level of commitment to a situation that people often want to see. Furthermore, when credit is due to the team a leader can gain confidence and trust by bestowing that credit on others. Most often that credit is due to their efforts in any case, with the leader gently guiding them along. <br />
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All of this guidance fits very well with effective negotiation. In fact, in most negotiations we have to use the very same principles leaders without authority employ. For example:<br />
<ul>
<li>Meeting interests and needs is a fundamental principle of all negotiations. Unless those interests and needs are met negotiators will not say yes to what is being put in front of them. </li>
<li>The ability to persuade others is a core tool of any negotiator. If one does not possess this ability they will fall short when met with resistance. </li>
<li>The best negotiators I know are not the smoothest talkers, but rather they ask the best questions and listen carefully for the information coming back to them. </li>
<li>Humility in negotiation is a disarming quality that can keep the other negotiator in the right frame of mind. Coupling this with enthusiasm, and a never ending quest for a creative solution, is an infectious quality of a master negotiator.</li>
<li>Finally, taking responsibility during a negotiation can help the other negotiator move past certain sticking points. Giving credit to the other negotiator for the success you both achieve is an important way to build the relationship over the longer term. </li>
</ul>
Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com1tag:blogger.com,1999:blog-8577317153620741191.post-22414971813637098102015-12-30T20:31:00.003-08:002015-12-30T20:31:55.764-08:00TGIF Quotation New Years Edition<br /><br /><div style="text-align: center;">
Happy New Year everyone! Here is a quotation related to the concept of adaptive leadership:</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6tamuxqD5KqPhhfT6_RdKPpzdtQdOMKJXu2XaAoUuK25HEMUOKZAPqiIsImR-OE0re1k99m-CZmb-nSi_nHTqADRRLSkPmu5RiMVqN0B1E4B8LVZVjR_LnP-HwVxzbkuqQXy48es2-nk/s1600/adapt_logo.png"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6tamuxqD5KqPhhfT6_RdKPpzdtQdOMKJXu2XaAoUuK25HEMUOKZAPqiIsImR-OE0re1k99m-CZmb-nSi_nHTqADRRLSkPmu5RiMVqN0B1E4B8LVZVjR_LnP-HwVxzbkuqQXy48es2-nk/s320/adapt_logo.png" /></a></div>
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"But in practice master plans fail - because they create totalitarian order, not organic order. They are too rigid; they cannot easily adapt to the natural and unpredictable changes that inevitably arise in the life of a community." </div>
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Christopher Alexander</div>
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<br />Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com1tag:blogger.com,1999:blog-8577317153620741191.post-74578998684506738182015-12-23T11:03:00.002-08:002015-12-23T11:03:45.158-08:00What is the connection between leadership approach and negotiation? Part 2: The Adaptive Leader<div class="separator" style="clear: both; text-align: center;">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhknIR0Rri67TweSyRgtnzx75ZWENrXEkgmYKS8X3AK50zYMduysu169ykbw5DOe0-jIi3ZbmY9Cu0Wdl394rlkIl0YPpNkZ80A0Sk_hnEnSFUvzKWS2LXbtEz60xULsRdV_qsc2M7iIEI/s1600/adapt+lizard.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhknIR0Rri67TweSyRgtnzx75ZWENrXEkgmYKS8X3AK50zYMduysu169ykbw5DOe0-jIi3ZbmY9Cu0Wdl394rlkIl0YPpNkZ80A0Sk_hnEnSFUvzKWS2LXbtEz60xULsRdV_qsc2M7iIEI/s320/adapt+lizard.jpg" width="320" /></a></div>
Last week we began our exploration of leadership approaches and their connection to negotiation by looking at the servant leadership approach. This week we continue that line of inquiry by analyzing an approach to leadership called <b>Adaptive Leadership</b>. This concept was first crystallized in 1998 by Harvard University Professor Ronald Heifetz in his book <u>Leadership Without Easy Answers</u>.<br />
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Heifetz began presenting the adaptive leadership approach by clarifying two important types of problems leaders face -- technical and adaptive problems. Technical problems can be solved by expertise and good management, while adaptive problems, such as the societal problems of racial tension and poverty, require innovation, adaptation, and learning. Much of leadership theory to that point had been focused on technical approaches. However, many of the types of problems leaders were encountering were not technical and could not be adequately addressed from seeing them through that lens. Put differently, traditional leadership strategies had proven useful in dealing with technical problems, but when more complex situations existed, where beliefs and values came into play, these technical approaches often exacerbated the problem -- not addressed it. <br />
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The adaptive leadership approach follows five strategic principles. First, leaders must diagnose the situation in light of the values and other underlying issues involved and then break the issues down into manageable pieces. Second, a leader must keep the level of anxiety people are feeling within acceptable limits -- in Heifetz's words, "keep the heat up without blowing up the vessel". Third, leaders have to work hard to counteract problems of denial, scapegoating, or focusing on the problem as if it is technical. Fourth, leaders must encourage and allow people involved to take responsibility for the problem, but in a manner they can handle. Fifth, the adaptive leader has to protect those who raise hard questions, generate discord, and challenge people to rethink the issues at stake. Without these contrarians nothing changes, but they are at risk of being ostracized from the group.<br />
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This theory has proven to be extremely valuable for an entire class of problems that previously were befuddling. Given all of this, what is the connection between adaptive leadership and negotiation? I see at least three important connections, which are as follows:<br />
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1. The first step in the adaptive approach is to adequately diagnose the problem. It is not uncommon for negotiators to skip this step and assume they know what they are negotiating about. Without clarifying what the negotiation is about, negotiators are like ships passing in the night -- talking about different issues without even realizing it. <br />
2. Negotiators often mistake adaptive problems for technical ones and deploy a technical approach that is bound to fail. When negotiators apply a technical approach to an adaptive challenge they more often than not end up with an inefficient compromise -- one that does not really solve the problem. <br />
3. An adaptive mindset -- one based in exploration and creativity without drawing quick conclusions -- is the mark of a successful negotiator. The best negotiators have spent time planning so they are prepared, but also enter the process and expect the unexpected to emerge at some point. When one enters a negotiation in that manner they are much more likely to succeed and not miss key possibilities that naturally arise as part of the process.<br />
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What connections do you see? </div>
Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-34972535211925684332015-12-11T07:16:00.000-08:002015-12-11T07:59:49.479-08:00TGIF Quotation for the week <div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQLIsnK45OuQunvDt18nNVuFC_J_m2iDLt5q4VGhpeRmBQquicu2uK_UOnqaKeJRYhcvD3yBbyuqFdR2dUrV5pq_2JmEIX3umsG_ux_-kD7QDBMbT8HZN56K6-tnr3yAW1tONA8fySgP0/s1600/servant-leader.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQLIsnK45OuQunvDt18nNVuFC_J_m2iDLt5q4VGhpeRmBQquicu2uK_UOnqaKeJRYhcvD3yBbyuqFdR2dUrV5pq_2JmEIX3umsG_ux_-kD7QDBMbT8HZN56K6-tnr3yAW1tONA8fySgP0/s1600/servant-leader.jpg" /></a></div>
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In staying with the servant leadership theme, I offer you the following quote:<br />
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"A leader is best when people barely know he exists; when his work is done, his aim fulfilled, they will say: we did it ourselves." </div>
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<span style="text-align: start;">Chinese philosopher Laozi </span></div>
Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-46097198751019846762015-12-11T05:37:00.002-08:002015-12-11T05:41:07.532-08:00What is the connection between leadership approach and negotiation? Part 1: The Servant Leader<div class="separator" style="clear: both; text-align: center;">
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I have recently been thinking more about different approaches and styles of leadership and how those intersect with approaches to negotiation. In this series of posts over the next few weeks I will explore that connection. <br />
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One approach to leadership is servant leadership. For those who don't know, the concept of servant leadership goes back over two thousand years, but the modern servant leadership movement was launched by Robert K. Greenleaf in 1970. In his seminal essay entitled The Servant as Leader, Greenleaf defined the servant-leader as:<br />
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"The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions...The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature."<br />
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"The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?" <br />
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Examples of servant leadership include Mother Theresa, Gandhi, and Abraham Lincoln.</div>
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According to Larry C. Spears, former president of the Robert K. Greenleaf Center for Servant Leadership, these are the<span style="color: black;"> 10 most important characteristics </span>of servant leaders:<br />
<ol>
<li>Listening.</li>
<li>Empathy.</li>
<li>Healing.</li>
<li>Awareness.</li>
<li>Persuasion.</li>
<li>Conceptualization.</li>
<li>Foresight.</li>
<li>Stewardship.</li>
<li>Commitment to the growth of people.</li>
<li>Building community.</li>
</ol>
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This list opens the door to think about this concept from a negotiation perspective. There is little question that servant leadership requires skills and abilities connected with negotiation. In particular, listening, empathy, persuasion, and others that may be needed in more contextual situations (such as healing). However, servant leadership is also very much about sensing the needs of those around you and taking actions to meet those needs. (This is a very important part of negotiation that does not get discussed frequently.) Taking those actions is done, without question, to meet the needs of the other. What is also important to remember is a servant leader also assesses a situation and realizes this is the best strategic approach to meet their objectives and goals. That is something an effective negotiator must do at all times. Knowing when to assert to meet their objectives and interests, but also when to pull back and see how best to meet the needs of the other so that they can get where they want to go.</div>
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Finally, if we think of the concept of negotiation styles (the five approaches being competing, avoiding, compromising, accommodating, and collaborating) it is a useful thought exercise to try to think of the servant leader and which approach they take. At first blush it would appear they take an accommodating approach. However, the more you analyze and think about what a servant leader is doing the more you realize that they are taking a collaborative approach. They are not just serving the other, but also trying to meet their goals. </div>
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com1tag:blogger.com,1999:blog-8577317153620741191.post-46777878563191956092015-12-04T06:57:00.002-08:002015-12-04T06:57:30.359-08:00TGIF Quotation for the week<div style="text-align: center;">
This weeks theme is the <b>mindset</b> of successful leaders and negotiators. </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgbdXjIV1V61ZyMw03GKug2QyRAv30dkXvAHvPBPbMHxx7_gDIh4O7fLOQueBlxuhW5xV_tRVJkWRFP_PsBFtXOlEhYvx_vV4F5Y6reTPCPCYi3BxezBD3pBg7OmkxK3dEHby1ksTG8mVk/s1600/quote-my-greatest-challenge-has-been-to-change-the-mindset-of-people-mindsets-play-strange-tricks-on-us-muhammad-yunus-203909.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgbdXjIV1V61ZyMw03GKug2QyRAv30dkXvAHvPBPbMHxx7_gDIh4O7fLOQueBlxuhW5xV_tRVJkWRFP_PsBFtXOlEhYvx_vV4F5Y6reTPCPCYi3BxezBD3pBg7OmkxK3dEHby1ksTG8mVk/s320/quote-my-greatest-challenge-has-been-to-change-the-mindset-of-people-mindsets-play-strange-tricks-on-us-muhammad-yunus-203909.jpg" width="320" /></a><br />
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Here are two quotes that I believe reflect the mindset of effective leadership and negotiation. Enjoy!<br />
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-19853361756735284442015-12-02T05:37:00.000-08:002015-12-02T06:06:59.372-08:00A Growth vs. Fixed Mindset for Leaders and Negotiators <div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6JbKpDei78Z57FLUoLD12VK9sLlXErTj1xdD_Xt3QCDmf7hRWXgofL8gd15QGYnQjbYqKWVhhZgQwzMdzBIMBR5Y-4JFx_7xTP1ie27O0RKPIQkFfcX2k3p-jqrZLA1kFsU0fLGnkw74/s1600/Growth-v-Fixed.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6JbKpDei78Z57FLUoLD12VK9sLlXErTj1xdD_Xt3QCDmf7hRWXgofL8gd15QGYnQjbYqKWVhhZgQwzMdzBIMBR5Y-4JFx_7xTP1ie27O0RKPIQkFfcX2k3p-jqrZLA1kFsU0fLGnkw74/s400/Growth-v-Fixed.jpg" width="400" /></a></div>
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<br />Two years ago my friend Sheila Heen told me about the idea of a Growth mindset vs. a Fixed mindset as espoused by Dr. Carol Dweck. Dweck, who is a Professor of Psychology at Stanford University, developed the idea as part of her research into human motivation, personality, and development. Lets take a look at this idea and then connect it to leadership and negotiation.<br /><br /> According to Dweck, a mindset is a self-perception or “self-theory” that people hold about themselves. Believing that you are either “smart” or “stupid” is a basic example of a mindset. Now add in the concepts of Fixed and Growth ways of thinking. Dweck describes it this way, “In a Fixed mindset, people believe their basic qualities, like their intelligence or talent, are simply fixed traits. They spend their time documenting their intelligence or talent instead of developing them. They also believe that talent alone creates success—without effort.” In contrast, Dweck explains that a Growth mindset is when “... people believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment." Importantly, those who adhere to the notion of Growth mindsets view challenges and failures as opportunities to improve their learning and skills.<br /><br /> So, you might ask, what does all this have to do with leadership and negotiation? From my perspective it is quite clear. Leaders and negotiators who have a Fixed mindset may see themselves as born leaders or natural negotiators. While it is true that people are born with certain biological tendencies that aid in leadership and negotiation, if one believes they are just naturals in these realms they are very likely to fail when they run into problems and challenges. When they do hit these bumps in the road they either give up or they find ways of blaming others. If success happens it was do to them and their gifts. <br /><br /> Contrast that with a Growth mindset leader or negotiator. They see problems and challenges as obstacles to be overcome through creative solutions and hard work. There is a tenacity and resilience to the best leaders and negotiators. When they fail they put that situation on the failure pile, learn from it, and move on...taking valuable lessons for their next leadership or negotiation conundrum. A good friend of mine -- an excellent negotiator -- uses the metaphor of "rolling up his sleeves" anytime things get difficult. What he means is that everyone just needs to try harder and they will find a unique solution to that problem. And 9 times out of 10 he does. <br /><br /> In sum, give me hard work and resilience over an intelligent mind any day of the week...I will take my chances with that. <br /><br /> Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-27387303970240154642015-11-24T10:56:00.002-08:002015-11-24T20:44:17.124-08:00TGIF Quotation Thanksgiving edition <span style="font-family: inherit;">There is little question that expressing thanks and gratitude at the right time is an important aspect of leadership and negotiation. Here is a quote for you as you celebrate your holiday: </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi05wFat41G-mLMmA5fgH3ukBoTbGZ4o_XcQ80chu_uJzXF8UTe_B1EkqXNIwWkYv2Tnq8W63JKB4xSQBDBIY5Fg1U0MewWaAnPKYrNRIddA7-q4mvh9qUdwCJf7p9KUGc9GjLNH2pxF80/s1600/spark_w1024.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="120" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi05wFat41G-mLMmA5fgH3ukBoTbGZ4o_XcQ80chu_uJzXF8UTe_B1EkqXNIwWkYv2Tnq8W63JKB4xSQBDBIY5Fg1U0MewWaAnPKYrNRIddA7-q4mvh9qUdwCJf7p9KUGc9GjLNH2pxF80/s200/spark_w1024.jpeg" width="200" /></a></div>
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<span style="font-family: inherit;"> "At times, our own light goes out and is rekindled by a spark from another person. Each of us has cause to think with deep gratitude of those who have lighted the flame within us."</span></div>
<span style="background-color: white;"></span><br />
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<span style="font-family: inherit;"><i>Albert Schweitzer</i></span></div>
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Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-76638507438951311662015-11-23T09:10:00.002-08:002015-11-23T09:11:32.956-08:00Is negotiation just a tool for successful leaders?<div class="separator" style="clear: both; text-align: center;">
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In reviewing many of the blogs and posts on the connection between Leadership and Negotiation, I have been struck by the seemingly prevailing view that negotiation is a just a skill set that leaders must possess to be effective. While I do believe there is a modicum of truth to that, I strongly feel that sentiment misses a much bigger point about negotiation. While the skills involved in negotiation are fundamentally important to success they are only a necessary, not sufficient, condition for that success. <br />
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Consider this analogy. If you learn the skills associated with negotiation that is akin to learning what the different pieces in the game of chess are and what moves you are capable of making with them. Does that, alone, make you a successful chess player? Chess aficionado Bobby Fisher, not known for his patience or diplomacy, would scoff at that notion all together. <br />
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To be a successful negotiator then you must also think very strategically AND, perhaps most important of all, have a different kind of mindset. The most effective negotiators I know view things differently. They see negotiations as problems to be solved or overcome through a well thought out strategy, a broad range of a skills, and an uncanny mindset that any problem created by people can be solved by them. <br />
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I can't help but think that those who just see negotiation as a skill to be used are missing all that negotiation has to offer. What do you think? <br />
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<br />Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com1tag:blogger.com,1999:blog-8577317153620741191.post-89499508933029937112015-11-20T06:11:00.001-08:002015-11-20T06:11:04.103-08:00TGIF Quotation DayAll,<br />
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I will be starting a feature on the blog on Fridays called TGIF quotation day. I will share a quotation related to Leadership and Negotiation here each Friday. Love to hear your thoughts on them as they role out. Here is the first, and a quotation that I appreciate more and more everyday.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTrXP_egk9tpJQPZe-oBjYoRSXdrtN6VAeurUkj419w9S4DOkRQ7nAnF12ZPvKw5Fsfx9RikhNY7hwoQZRmkpnqD1qXssGfvrRhmlhO5vRI1qsGVS1dDfoCqC26ejf35cuF_UnvyiUMb8/s1600/For-every-complex-problem-there__quotes-by-H.-L.-Mencken-37.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTrXP_egk9tpJQPZe-oBjYoRSXdrtN6VAeurUkj419w9S4DOkRQ7nAnF12ZPvKw5Fsfx9RikhNY7hwoQZRmkpnqD1qXssGfvrRhmlhO5vRI1qsGVS1dDfoCqC26ejf35cuF_UnvyiUMb8/s320/For-every-complex-problem-there__quotes-by-H.-L.-Mencken-37.png" width="320" /></a></div>
Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-42681117896102704032015-11-16T08:14:00.001-08:002015-11-16T08:14:39.326-08:00Crossing the streams...<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijd8kZYsufMTBr5T8YYDMz4wo2o2sZjcsHDJ6EL6s5-1JGb8Phwv_qBf51M6YK35U-Mh0H4XcweudyZ5xjtG4w4ZXsT207q53ahyphenhyphenLGnMzTZmTxqAUkgX8b-v_2CPwibCpflfHjWKiQZtM/s1600/str2_cn_2404_ghostbusters_A.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="135" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijd8kZYsufMTBr5T8YYDMz4wo2o2sZjcsHDJ6EL6s5-1JGb8Phwv_qBf51M6YK35U-Mh0H4XcweudyZ5xjtG4w4ZXsT207q53ahyphenhyphenLGnMzTZmTxqAUkgX8b-v_2CPwibCpflfHjWKiQZtM/s320/str2_cn_2404_ghostbusters_A.JPG" width="320" /></a></div>
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<span style="font-family: inherit;">Egon: Don’t cross the streams.<br />
Peter: Why?<br />
Egon: It would be bad.<br />
Peter: I’m fuzzy on the whole good/bad thing. What do you mean “bad”?<br />
Egon: Try to imagine all life as you know it stopping instantaneously and every
molecule in your body exploding at the speed of light.<br />
Raymond: Total protonic reversal.<br />
Peter: That’s bad. Okay. Alright, important safety tip, thanks Egon.</span></div>
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<span style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 1pt none windowtext; color: windowtext; padding: 0in; text-align: right; text-decoration: none; text-indent: -0.25in;"><span style="font-family: inherit;">From the movie <a href="http://quotegeek.com/quotes-from-movies/ghostbusters/" style="text-align: right; text-indent: -0.25in;">Ghostbusters</a></span></span></div>
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<span style="font-family: inherit;">Unlike the quote from the movie Ghostbusters above, we DO want to cross the streams when it comes to Leadership and Negotiation. In my first blog post I gave you my general perspective on the connection between Leadership and Negotiation. Of course, there is much to explore here. While these two realms have been living similar, parallel, existences for many years the two streams are clearly coming together. And that is a good thing. In the next few blog posts I want to examine what others have stated about this coming together and what we can learn from them. </span><br />
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<span style="font-family: inherit;">One such source is Steve Brown, who has written on the subject in an interesting fashion. <a href="http://www.skipprichard.com/how-are-negotiation-and-leadership-related/">Brown's ideas on Leadership and Negotiation</a> can be found here. Below I have summarize they way he sees Leadership and Negotiation coming together and added my comments after each point:</span><br />
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<span style="font-family: inherit;">1. <u>A sense of fairness</u>. Brown believes that the best leaders always treat people fairly and a leaders followers view an effective leader from that perspective. That same sense of fairness is important in negotiation. If people don't feel they have been treated fairly that dynamic alone is enough to ruin a negotiation process. </span><br />
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<span style="font-family: inherit;">My comment: I would certainly agree with this perspective. That stated, creating a sense of fairness is much easier said than done. Part of the challenge is that fairness is not always in our control. People we deal with develop their perceptions quickly and sometimes inaccurately. That often gets in the way of developing this sense of fairness.</span><br />
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<span style="font-family: inherit;">2. <u>Look for mutual benefit</u>. Effective leaders look for solutions that meet the interests of all or as many people as possible. There is no question that a similar approach is taken in effective negotiations. </span><br />
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My comment: This is true from my perspective as well. If people do not know how things will benefit them they will not get on board. It is not that people are inherently selfish, rather they just pursue what is in their best interest. A mistake in negotiation that I see all the time is people not recognizing the other negotiator has interests and needs as well and they won't say yes unless those are met.<br />
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3. <u>Emotional detachment</u>. Brown argues that "Sometimes making a good decision means detaching the emotions so that you can weigh your options dispassionately and logically... In negotiation you also need to avoid becoming overly attached to a plan or outcome." <br />
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My comment: The important word in that explanation is <i>sometimes</i>. Putting distance between yourself and your emotions so you can make the best decision possible is important. However, that is very different than not having your emotions or suppressing them. Emotions find their way into Leadership and Negotiation situations all the time since we are both logical and emotional beings. So, you can't keep emotions out of these processes, but you can have them with some control. Or, they will have you in an uncontrollable manner.<br />
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4. <u>Have a higher purpose</u>. Effective leaders and negotiators communicate their ideas in a way that exhibits a higher purpose. They don't get lost in the details and nitty gritty. <br />
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My comment: I would tend to agree with this sentiment. Leaders, in particular, need to make sure people understand the higher purpose involved in what they are doing. Negotiators need to do this as well -- albeit in a slightly different way. They need to avoid getting stuck in the details and losing sight of their overall goals and objectives. <br />
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5. <u>Take a long term view</u>. Leaders take a long term view for their company, organization, or country. If they take too many short term decisions and don't consider the longer term they are sure to fail. This is also the case in negotiation -- particularly with those who we want to work with for a long time. <br />
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My Comment: Taking the long term view is critical. I sense leaders understand this, but in today's "I want it now" world it is getting harder and harder for them to do that. Kicking the can down the road has become a real and dangerous practice of many leaders. From a negotiation perspective this concept is critical, but is often missed by negotiators who can be judged on short term metrics and goals. Effective negotiators need to be able to have internal conversations about the importance of the long term and how to build their strategy in that manner.<br />
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Some very useful insights in here. More to come in the future! <br />
<span style="font-family: inherit;"> </span>Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com0tag:blogger.com,1999:blog-8577317153620741191.post-90448178304597579542015-11-11T05:49:00.001-08:002015-11-11T05:49:24.649-08:00A new blog with a focus on Leadership and Negotiation and its interconnectivity <div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhC-IEh3pGwbAnf1yqo_NzXLWkFNzKHrfhkT9lMZIoGTXtPIvShROGbB1ZkEMXkwba7nWRTTZQN9WwjT2A4jphBmIk-hMXi8rQOQEzGVoyp-hD8-SnIhsusoIOos00z0yJcErm3-vi-S4Q/s1600/Intersection.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhC-IEh3pGwbAnf1yqo_NzXLWkFNzKHrfhkT9lMZIoGTXtPIvShROGbB1ZkEMXkwba7nWRTTZQN9WwjT2A4jphBmIk-hMXi8rQOQEzGVoyp-hD8-SnIhsusoIOos00z0yJcErm3-vi-S4Q/s320/Intersection.jpg" width="320" /></a></div>
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Leadership. Negotiation. Both have been the subject of much study over the years. And yet recently theorists and others have begun to increasingly think about the interconnected nature of these two domains. That is the focus of this blog. To exam this nexus, as well as the most recent research and discussions from these two interlinked fields of study. <br />
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With that in mind, last year I launched a Master's Degree program in Leadership and Negotiation at Bay Path University in Western Massachusetts. This is the first such Master's Degree in the United States (and perhaps beyond) combining these two critical spheres. In putting this degree together I had to think carefully about these realms and their interconnected nature. As such, I created the following document on the connection between Leadership and Negotiation <a href="http://graduate.baypath.edu/~/media/Files/PDF/Leadership%20Negotiation/The%20Interconnected%20Nature%20of%20Leadership%20%20Negotiation.ashx">http://graduate.baypath.edu/~/media/Files/PDF/Leadership%20Negotiation/The%20Interconnected%20Nature%20of%20Leadership%20%20Negotiation.ashx</a> It is a very preliminary perspective on the subject, but gives the reader a sense of how these realms fit together in a complimentary manner. <br />
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Each week I will be posting my own thoughts on these subjects or commenting on new work that is coming out that is noteworthy. I hope you enjoy! And please share your feedback, comments, and questions.<br />
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Best,<br />
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Dr. Joshua N. Weiss<br />
11/11/15 Anonymoushttp://www.blogger.com/profile/08861494704055078242noreply@blogger.com3