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    Casual Articles - Setting the Climate for a Non-Confrontational Negotiation

    How to Collect Your Past Due Accounts Receivable
    If you are like many small businesses, even a few late payments on your accounts receivable can seriously crimp your cash flow. It is vitally important that you take immediate and systematic steps to limit the number of past due receivables that you have at any time. The number one strategy is to have a system in place that limits the number of accounts that go past due in the first place. There are numerous tools and strategies for doing just that. However, today, we will concentrate on how to deal with the past dues once they appear.Here are some tips that will help you to reduce your outstanding receivables:· Address the issue immediately. Never wait more than 3 business days past the due date to contact the customer. This allows for mail delays, but is early enough to catch a situation before it becomes wors
    have always found? When we take a closer look at it, we have always found that . ."

    Let's look at some examples:

  • You're selling something, and the other person says, "Your price is way too high." If you argue with him, he has a personal stake in proving you wrong and himself right. Instead, you say, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do when they first hear the price. When they take a closer look at what we offer, however, they have always found that we offer the best value in the marketplace."

  • You're applying for a job, and
    How to Become a Qualified Person Consultant
    If you are a Qualified Person with a full time position. You may be interested to know that there are many organizations that require the skills and expertise of a Qualified Person consultant.The organisation may require periodic batch release and would only require a QP at these times. A company may have a large project and require a Qualified Person during this time to help with the work load. Some companies use Qualified Person consultants to improve the organisations knowledge in certain areas or to set up and run new departments within quality.Whatever the reason QP contractors are a effective and smart solution to some of the problems faced by drug manufacturing companies.Contracting as a Qualified Person can offer a flexible working week as well as a significant boots to your finances. Qualified Person c
    What you say in the first few moments of a negotiation often sets the climate of the negotiation. The other person quickly gets a feel for whether you are working for a win-win solution, or whether you're a tough negotiator who's out for everything they can get.

    That's one problem that I have with the way that attorneys negotiate-they're very confrontational negotiators. You get that white envelope in the mail with black, raised lettering in the top left hand corner and you think, "Oh, no! What is it this time?" You open the letter and what's the first communication from them? It's a threat. What they're going to do to you, if you don't give them what they want.

    I remember conducting a seminar for 50 attorneys who litigated medical malpractice lawsuits, or as they prefer to call them, physician liability lawsuits. I've never met an attorney who was eager to go to a negotiating seminar, although that's what they do for a living, and these people were no exception to the rule. However, the organization that was giving the attorneys their business told them that they were expected to attend my seminar if they wanted to get any more cases from the organization. So the attorneys weren't too happy about having to spend Saturday with me in the first place, but once we got started, they became involved and were having a good time. I got them absorbed in a workshop involving a surgeon being sued over an unfortunate incident involving a nun and walked around the room to see how they were doing. I couldn't believe how confrontational they were being. Most of them started with a vicious threat and then became more abusive from that point on. I had to stop the exercise and tell them that if they wanted to settle the case without expensive litigation (and I doubted their motives on that score) that they should never be confrontational in the early stages of the negotiation.

    So, be careful what you say at the beginning. If the other person takes a position with which you totally disagree, don't argue. Arguing always intensifies the other person's desire to prove himself or herself right. You're much better off to agree with the other person initially and then turn it around using the Feel, Felt, Found formula. Respond with, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do right now. (Now you have diffused that competitive spirit. You're not arguing with them, you're agreeing with them.) But you know what we have always found? When we take a closer look at it, we have always found that . ."

    Let's look at some examples:

  • You're selling something, and the other person says, "Your price is way too high." If you argue with him, he has a personal stake in proving you wrong and himself right. Instead, you say, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do when they first hear the price. When they take a closer look at what we offer, however, they have always found that we offer the best value in the marketplace."

  • You're applying for a job, and t
    How To Get That Promotion
    If you're looking for that promotion or pay rise then you'll need to be noticed by your employer, so here's a few tips to stand out from the crowd:Have a Friendly & Positive attitude towards Everyone you come into contactProvide Service and treat Everyone as your customerBe Professional at all timesAlways look for extra work, especially when others are ducking for cover to avoid itWatch what your colleagues are doing, copy from the ones who are receiving praise for their efforts but learn to do it better than them, while avoiding doing what your "lazier or negative" colleagues are doingBe a Thinker and offer suggestion on how to do things better and more efficientlyPlan and follow your planDon't Procrastinate, do what needs to be done NOW!!Think ahead, w
    do to you, if you don't give them what they want.

    I remember conducting a seminar for 50 attorneys who litigated medical malpractice lawsuits, or as they prefer to call them, physician liability lawsuits. I've never met an attorney who was eager to go to a negotiating seminar, although that's what they do for a living, and these people were no exception to the rule. However, the organization that was giving the attorneys their business told them that they were expected to attend my seminar if they wanted to get any more cases from the organization. So the attorneys weren't too happy about having to spend Saturday with me in the first place, but once we got started, they became involved and were having a good time. I got them absorbed in a workshop involving a surgeon being sued over an unfortunate incident involving a nun and walked around the room to see how they were doing. I couldn't believe how confrontational they were being. Most of them started with a vicious threat and then became more abusive from that point on. I had to stop the exercise and tell them that if they wanted to settle the case without expensive litigation (and I doubted their motives on that score) that they should never be confrontational in the early stages of the negotiation.

    So, be careful what you say at the beginning. If the other person takes a position with which you totally disagree, don't argue. Arguing always intensifies the other person's desire to prove himself or herself right. You're much better off to agree with the other person initially and then turn it around using the Feel, Felt, Found formula. Respond with, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do right now. (Now you have diffused that competitive spirit. You're not arguing with them, you're agreeing with them.) But you know what we have always found? When we take a closer look at it, we have always found that . ."

    Let's look at some examples:

  • You're selling something, and the other person says, "Your price is way too high." If you argue with him, he has a personal stake in proving you wrong and himself right. Instead, you say, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do when they first hear the price. When they take a closer look at what we offer, however, they have always found that we offer the best value in the marketplace."

  • You're applying for a job, and
    Terrific Tips For Helping You Land A Student Summer Internship This Summer
    Whether you are experienced or not, there are several steps you can take to help guarantee the summer internship job you consider is right for you. First, you need to decide what type of work is most suitable for you. For example, are you interested in a fortune 500 company ? Or would you prefer a smaller company to work for? To decide, you may want to visit a few business in your area to get a feel for things. But whatever you decide, the following are a few ideas to help you land the student summer internship of your dreams .Understanding Student Summer JobsStudent summer jobs are not the same as your every day, run of the mill summer jobs. This is because student summer jobs focus around the fact that you are a student. As such, the job should somehow tie in with your future educational goals. Or, it should
    ith me in the first place, but once we got started, they became involved and were having a good time. I got them absorbed in a workshop involving a surgeon being sued over an unfortunate incident involving a nun and walked around the room to see how they were doing. I couldn't believe how confrontational they were being. Most of them started with a vicious threat and then became more abusive from that point on. I had to stop the exercise and tell them that if they wanted to settle the case without expensive litigation (and I doubted their motives on that score) that they should never be confrontational in the early stages of the negotiation.

    So, be careful what you say at the beginning. If the other person takes a position with which you totally disagree, don't argue. Arguing always intensifies the other person's desire to prove himself or herself right. You're much better off to agree with the other person initially and then turn it around using the Feel, Felt, Found formula. Respond with, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do right now. (Now you have diffused that competitive spirit. You're not arguing with them, you're agreeing with them.) But you know what we have always found? When we take a closer look at it, we have always found that . ."

    Let's look at some examples:

  • You're selling something, and the other person says, "Your price is way too high." If you argue with him, he has a personal stake in proving you wrong and himself right. Instead, you say, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do when they first hear the price. When they take a closer look at what we offer, however, they have always found that we offer the best value in the marketplace."

  • You're applying for a job, and
    Performance Evaluations - Preparing for Difficult Conversations
    It's annual performance assessment time!Does the very thought of conducting a performance evaluation cause your heart rate to elevate or give you a sick feeling in the pit of your stomach?Performance evaluations are a standard management tool and managers know that providing their staff with constructive feedback is an essential part of their job. Yet there are few tasks managers would rather avoid.Why? Most managers will tell you that performance evaluations are time consuming and arduous, even when the employee is performing well. But when the employee has not been performing as expected and required, conducting a performance evaluation can become overwhelming and burdensome. Managers spend an inordinate amount of time preparing for this type of difficult conversation - crafting the message, determining how t
    s of the negotiation.

    So, be careful what you say at the beginning. If the other person takes a position with which you totally disagree, don't argue. Arguing always intensifies the other person's desire to prove himself or herself right. You're much better off to agree with the other person initially and then turn it around using the Feel, Felt, Found formula. Respond with, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do right now. (Now you have diffused that competitive spirit. You're not arguing with them, you're agreeing with them.) But you know what we have always found? When we take a closer look at it, we have always found that . ."

    Let's look at some examples:

  • You're selling something, and the other person says, "Your price is way too high." If you argue with him, he has a personal stake in proving you wrong and himself right. Instead, you say, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do when they first hear the price. When they take a closer look at what we offer, however, they have always found that we offer the best value in the marketplace."

  • You're applying for a job, and
    Henry Ford Was a Failure
    He is also a shining example of his own assertion that "Failure is simply the opportunity to begin again, this time more intelligently."In 1928, Henry Ford set out to increase his bottom line by exerting more control over his supply chain - now called vertical integration - and began the process of creating his own rubber plantation in Brazil. There is some debate over whether his motive was strictly to achieve better pricing for the raw materials needed to make tires for the automobiles he was manufacturing; there was, at the time, a virtual monopoly on rubber coming from a limited number of producers.He persisted in his venture through numerous difficulties, including a riot by the workers on his plantation who were not enthusiastic about being forced to adhere to the American lifestyle imposed by the management of
    have always found? When we take a closer look at it, we have always found that . ."

    Let's look at some examples:

  • You're selling something, and the other person says, "Your price is way too high." If you argue with him, he has a personal stake in proving you wrong and himself right. Instead, you say, "I understand exactly how you feel about that. Many other people have felt exactly the same way as you do when they first hear the price. When they take a closer look at what we offer, however, they have always found that we offer the best value in the marketplace."

  • You're applying for a job, and the human resources director says, "I don't think you have enough experience in this field." If you respond with "I've handled much tougher jobs that this in the past," it may come across as, "I'm right and you're wrong." It's just going to force her to defend the position she's taken. Instead, say, "I understand exactly how you feel about that. Many other people would feel exactly the same way as you do right now. However, there are some remarkable similarities between the work I've been doing and what you're looking for that are not immediately apparent. Let me tell you what they are."

  • If you're a salesperson and the buyer says, "I hear that you people have problems in your shipping department," arguing with him will make him doubt your objectivity. Instead, say, "I understand how you could have heard that because I've heard it too. I think that rumor may have started a few years ago when we relocated our warehouse; but now major companies such as General Motors and General Electric trust us with their just-in-time inventories, and we never have a problem."

  • If the other person says, "I don't believe in buying from off-shore suppliers. I think we should keep the jobs in this country," the more you argue the more you'll force him into defending his position. Instead, say, "I understand exactly how you feel about that, because these days many other people feel exactly the same way as you do. But do you know what we have found? Since we have been having the initial assembly done in Thailand, we have actually been able to increase our American work force by more than 42 percent and this is why . . ."

    So instead of arguing up front, which creates confrontational negotiation, get in the habit of agreeing and then turning it around.

    At my seminars, I sometimes ask a person in the front row to stand. As I hold my two hands out, with my palms facing toward the person I've asked to stand, I ask him to place his hands against mine. Having done that and without saying another word, I gently start to push against him. Automatically, without any instruction, he always begins to push back. People shove when you shove them. Similarly, when you argue with someone, it automatically makes him or her want to argue back.

    The other great thing about Feel, Felt, Found is that it gives you time to think. Sometimes something will come up in a negotiation that you weren't expecting. You haven't heard anything like this before. It shocks you. You don't k

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