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Tactic #32- Launching a Tangent
Summary: Bringing up information unrelated
to the negotiation issues.
Some counterparts specialize in inserting a
tangent, or side issue, into a negotiation that has absolutely nothing
to do with the negotiation being discussed.
Example
A manager
is discussing with an employee the importance of coming to work on time.
In the middle of the discussion, the employee protests, “Other employees
come into work late and you do not say anything to them.” This is an
example of Launching a Tangent to deflect attention from the real issue,
this employee’s continual tardiness.
Counter
The most effective counter in this situation is to employ the tactic of
Deflecting an Answer with a Great Question and then get back to
the agenda. For example, it would be appropriate for the manager to ask,
“What makes you believe I do not give other employees who come into work
late the courtesy of dealing with them one-on-one, just as I am doing
with you?” Or “If I allow you to come into work late but I do not allow
other employees to do so, is it possible some people may think I am
playing favorites with you?” Then the manager could Focus on the
Future, saying, “What do you think you could do differently to
enable you to get to work on time each day?”
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,
I have worked at my company for five years and have always received
exceptional performance reviews. Four months ago, a new manager was
appointed to lead my department. This manager, who does not really
know what we do, is now telling me that my performance does not meet
expectations. I feel he might be setting me up to be fired, and
perhaps I should quit before that happens. Could you please give me
a negotiation tip to get this manager to get off my back?
Sincerely,
Kevin
Dear Kevin,
Any time you get a new boss, you will probably receive new or
different performance expectations. The strategy I am going to give
you is the exact opposite of getting the manager off your back. What
I recommend is the strategy of bringing the manager closer to you,
not pushing him away. Encourage the manager to give you on-going
feedback and genuinely thank him for the feedback he gives you. When
the manager is honestly communicating with you, you know exactly
where he stands and what he is thinking. Next, I recommend you set
measurable performance objectives with your manager. If what you
manager is telling you can be measured, you will both be in
agreement as to whether you are meeting the standard or whether you
are not. Last, I recommend you set a daily or weekly meeting to
review your performance. If you do these things and meet
expectations, you may still feel like quitting but you will not be
fired. In negotiations, when action is taken, it is always better
when you control the action.
Best
Regards,
Peter
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 mailto: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
10 Trustworthy Negotiations
To view previous Negotiating Tactics of the Week,
follow this link:
Negotiating Tactics of the Week
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