Does negotiation capability really impact on performance?
Regardless of the positions your people hold; their success and that of their team almost always depends upon how well they can negotiate with and influence the people around them.
Negotiation and influencing externally
External relationships exist in almost all areas of an organisation, extending well beyond traditional procurement specialists. Making the most of these relationships is critical for functions and projects to succeed. For many groups, the adversarial nature of these relationships and the inability to drive value can become an archilles heel. Well beyond price, these relationships, if managed effectively hold the key to creating a pool of mutually beneficial value.
Organisations often expose themselves to significant downside risk when they assume that line staff in HR, IT, Operations, Project Management etc, have the necessary ‘know’ how to manage these external relationships. In fact, they often need support with the frameworks and interpersonal skills necessary to be successful.
How well are the following decisions managed in your organisation?
- Sourcing appropriate consultants for an IT project.
- Developing a staff engagement module for induction training using OD specialists.
- Managing operations contractors.
- Negotiating with a government department for approvals.
- Working with external stakeholders to gain a ‘licence to operate’.
All of these activities, and the outcomes they generate can be enhanced through understanding value creating /claiming frameworks as well as developing the skills to implement them. See our “Negotiating Skills for Maximising External Deals” Course for more information.
Negotiating and influencing internally
Negotiation doesn’t necessarily mean making price based deals. In fact, the majority of negotiations that managers and project specialists undertake are internal, interpersonal and work based.
Our framework for negotiation includes all the ways in which we discuss, listen and work towards solutions that create the maximum value for the organisation and that everyone can work with.
In our experience, we have found that a 'negotiation' frame is the most practical in helping people, particularly technical experts and managers, understand how and in what ways they might improve the value of their relationships with others.
Consider these ‘lost’ opportunities faced by organisations on a daily basis:
- Excellent change projects that go ‘off the rails’ due to poor implementation and integration.
- The many good ideas that people come up with, are agreed to, but are then not implemented.
- Great designs for products that the operations team can’t make.
- Service promises to a customers that don’t create brand value because the customer doesn’t value them.
Facilitating change internally, and the competency for doing this can be developed. See our “Negotiation and Influencing Skills for Implementing Change Projects” course for more information.