|
Peter Barron
Stark
President
Subscribe
for Free !
Introducing
our
newest book
Here's what our readers
are saying
......
Order Your Copy
Visit our
website at www.everyonenegotiates.com for more great resources
on negotiation
Contact us!
Peter Barron Stark
& Associates
11417 W.
Bernardo Ct.
San Diego, CA 92127
Phone:
877.727.6468
Phone: 858.451.3601
FAX
858.451.3604
|
Tactic #86 - Flattery or Sweet Talk
Summary: Appealing to a counterpart's ego.
One
effective way to gain leverage in a negotiation is to use Flattery or
Sweet Talk. Used effectively, flattery has the impact of motivating
the counterpart to respond.
Example
The president of a nonprofit corporation asks a speaker to give the
opening address at the organization’s fundraising dinner. The president
begins his request with the statement, “Although I do not have the
budget to pay you, I need a great speaker and you are the best I know.”
This type of flattery, combined with the opportunity to do something for
a worthy cause, makes the request hard for the speaker to turn down.
Counter
If the flattery seems sincere, the speaker should express her
appreciation. But it is important for her to be able to set the flattery
aside when making a decision. If she wants to counter the offer, she can
emphasize the importance or value of her speaking skills. A second
option would be to ask for some compensation other than money, for
example, a free advertisement in the program for the fundraiser.
This tactic is one of 101 strategies and tactics
featured in The Only Negotiating Guide You'll Ever Need, by
Peter Stark and Jane Flaherty.
Ask the Negotiator
Dear Peter and Jane,
I would appreciate your advice on negotiating
with a work colleague. We both manage similar projects in my
organisation, but have been at odds with each other for the past
five years - ever since some of our clients publicly criticised the
achievements of his project compared to mine. Our working
relationship has been very unpleasant since this time - he
constantly tries to sabotage my work or take credit for my
initiatives. I have decided to not let this bother me - I am happy
to deliver the best that I can, and if he claims some credit for the
work, so what?
However, I suspect I am about to suffer somewhat for this lack of
interest in office politics. We are (suddenly) about to get a new
head of our organisation, and although I am confident that after
some time with dealing with us both, the new boss will learn which
of us is truthful and delivers as promised, I really do not relish
the thought of going through at least a year of renegotiating my
position in the office.
Basically, I know I will have to negotiate
for resources. I will also have to deal with my colleague telling
outright falsehoods. My main concern is that he will argue for our
units to be merged, which would result in me working under him (he
is senior) - in fact, there is a decent business case for this. We
would not have a fair competition for the management post (yes, it's
a civil society office!) and incompetent staff are not fired here.
I think it would be best to deal directly with the new person -
every previous attempt to deal with my colleague has ended in
disaster.
I have a large folder of examples of persecution from this
colleague. But I would prefer not to have to use it (and in any
case, I don't think that complaints are a great way to start with a
new boss). My usual negotiation tactic is honesty and reliance on
facts, and eventually the trust I gain when people have dealt with
me for a while. While this will probably work in the long run - are
there some simple suggestions you could provide that might help me
be done with this unpleasantness quickly instead?
I greatly enjoy your newsletter, so sincerest thanks for sharing
your expertise.
Regards,
K
Dear K,
Thanks for your negotiation challenge regarding a difficult
colleague. First, keep the same course heading you have taken in the
past. If you look at your past results, you have built a reputation
for on-time quality performance and have been rewarded with
additional staff. We have a line and it goes like this: "results
speak many languages." We also believe that in most cases, results
usually win over people who have a reputation for non-performance.
As your new boss takes the helm, focus on responsiveness and
results. If your new boss is smart, he or she will see through your
colleague's shortcomings.
If the new boss does decide that he or she is going to merge your
department with your colleague, you have a big decision to make. Do
you want to work with a jerk? Unfortunately, you have two
strategies. You can take your folder to Human Resources and state
your case, or you will be the one to leave. The best thing I can
tell you is you probably have a lot more viable opportunities in the
market place than your colleague. You have a reputation for
responsiveness and results. He has no options because anyone who has
worked with him in the past has no desire to ever work with him
again.
As a strategy for dealing with your colleague, use the strategy of
asking questions to allow discovery learning to get your point
across. I don't know your colleague at all but I do know this...you
can always tell a fool, but you can't tell him much!
Last, don't stop being honest. Honesty almost always wins long
term...even in politics.
Best Regards,
Peter and Jane
Ask the
Negotiator - Are you involved in a
negotiation and not sure what strategies or tactics to use?
Send in your toughest negotiation
challenge and our team of expert negotiators will outline a specific
plan to ensure your success. Please send your negotiation
challenge to patti@pbsconsulting.com.
If your challenge gets published, we'll send you an autographed copy
of The Only Negotiating Guide You'll Ever Need, by Peter
Stark and Jane Flaherty ($14.95 retail)
WOW!!
To view this month's issue of The Master
Negotiator, the premiere on-line newsletter for negotiators,
follow this link:
The Master Negotiator, Volume 2, Number
11 The Fifteen Rules Every Negotiator Must Know
To view previous Negotiating Tactics of the Week,
follow this link:
Negotiating Tactics of the Week
Forward to a
Friend - If you enjoy this newsletter and would like to
forward to a friend or colleague, please click on the "forward" link at the
bottom of the page.
|
