Becoming an effective leader
2.1 - Review own ability to set direction and communicate this to others
Negotiation is another element of day-to-day life in a leadership role. Confidence in negotiating will reap dividends for your team, department and organisation. The negotiating process is succinctly summed up in the following diagram:
What do we want?
What do they want?
What could we trade?
What will we trade?
Essentially, successful negotiators seek to walk away from a negotiation with an agreement that is a ‘win-win’, where what is agreed is acceptable to both parties.
Issues to consider in preparing for a significant negotiation are set out in the diagram below:
Types of Negotiators
Negotiators who like to negotiate (like high collaborators) but they like it for a different reason. Negotiation presents an opportunity for them to win what they consider to be a game based on a set of practised skills. People who are weak in the competing area tend to think that negotiations are all about winning and losing.
Negotiators who are strongly predisposed toward accommodating derive significant satisfaction from solving other people's problems. This is a great trait to have on a negotiating team. If you are weak in terms of accommodation, you might not be interested in the other party's emotional state, needs, or circumstances. You might also try to hold out for more of what you want.
Negotiators who are eager to close the gap in a fair and equitable way. However, strong compromisers often rush the negotiations. Weak compromisers are often men and women of great principle. They can sometimes appear to be stubborn.
Negotiators who are adept at deferring and then dodging the confrontational aspects. Diplomats and politicians are often high avoiders. Low avoiders are sometimes perceived as lacking tact, and as negotiators tend to show a high tolerance for assertive, hard-nosed bargaining.
Negotiators who tend to enjoy negotiations because they enjoy solving tough problems. They are instinctively good at using negotiation to probe beneath the surface of a conflict.
1.1 - Evaluate own ability with range of leadership style