Seven Steps To Negotiating Successfully

When you negotiate, do you use a system? Do you haphazardly jump into a negotiation without any planning or thought for what you might do if you hit roadblocks? In order to negotiate successfully, good negotiators prepare before a negotiation.

The information that follows outlines seven steps you can use to negotiate successfully.

1. Gather Background Information: When gathering background information, include the style, values, ethnicity, culture, demographics (younger negotiators on/using twitter, Facebook, LinkedIn, and their way of communicating, versus those that are slower to use these mediums) and other information that’s pertinent to that particular session.

2. Assess your arsenal of tactics and strategies: The more you’re aware of how to use the appropriate tactic with the appropriate strategy, applied at the appropriate time, the more options you’ll have and be able to execute during the negotiation.

3. Create Your Negotiation Plan: Consider the overall strategy you’ll use for the negotiation. Break strategies into tactics. Assess possible strategies the other negotiator might employ. Take into consideration the use of red herrings (Note: Red herrings are items that have little to no value to you that you position as having value, but items that possess real value to the other negotiator). Also consider how you might apply pressure to points (leverage) throughout the negotiation.

4. Engage in the Negotiation Process: Observe body language and mannerisms. This can be done in person, via the phone, and in writing (e-mail, etc.). Note the style in which the other person negotiates (i.e. friendly (let’s get along), reserved (I’m not quite sure how this is going to go and I’m apprehensive), hostile (I’ll show you mine, if you show me yours – the only way for me to win is for you to lose – I’m in the driver’s seat; it’s my way or the highway).

5. Closing the Negotiation: Be on high alert for the conclusion of what you think is an agreement, that serves as the opening of the next phase of the negotiation; in some cultures, this is a common practice. If you’re unsure of the other person’s sincerity, put deliverables into phases of the negotiation.

6. Conduct a Postmortem: Dissect the negotiation. Assess what went right – What could have been improved upon – What you learned from that person about negotiation styles – What lessons should be taken forth into other negotiations – What went wrong – Why did it go wrong – What could you have done differently – What prevented you from using a better tactic/strategy to allow you to gain control of the negotiation).

7. Create Negotiation Archive: Create an archive of your negotiations and store them in a repository. Set up keywords to cross-reference sections, tactics, and strategies in your negotiation write-ups, to be used for the extraction of quick ideas and serve as a resource, for future negotiations.

Whether you’re a negotiation neophyte or a seasoned professional, by using the platform of the “Seven Steps To Negotiating Successfully” as your negotiation foundation, you’ll be considerably ahead of the other negotiator… and everything will be right with the world. Remember, you’re always negotiating.

The Negotiation Tips Are…

When negotiating, seek advantages that allow you to exploit your strength, but don’t disparage the other negotiator in your enthusiasm to obtain victory.

When a negotiation outcome is less than expected, learn from the experience. Commit to getting better. Increase your knowledge of how to use the right tactic, with the right strategy(s), aligned with the right situation.

Make sure you observe and control your biases when assessing the person with whom you’ll be negotiating.

To discover more negotiation tips, strategies, and tactics that you can use to increase your negotiation skills and boost your financial resources, along with every aspect of your life, please visit… and sign up for the Free Negotiation Tips.

If you’d like to enhance your business operations by inquiring as to how you can have Greg Williams speak at your organization… send an e-mail to…

To discover more information about Greg Williams, go to…

Author: Greg Williams

Check out our Negotiating – The Quest for Success workshops.

The Ten Commandments of People Management

So much joy, as well as, so much misery can be experienced when you don the hat of “Manager.” Here are ten suggestions that will dramatically reduce your stress, establish productive teams, prepare you for hiring new employees and/or help you to release the chains that your current employees may have you entagled in…

Always implement a 90 day probationary period to: measure performance and production, determine “right fit” for your team/organization and to establish clear expectations and correct work-flow habits.

Keep an employee journal to mark performance needs and issues, as well as, customer kudos & other wins. If you’re fairly new to the management gig, know that your Human Resources Director/Manager will require documentation before you can A.) let someone go, even if they aren’t hitting production or performance expectations or B.) increase commissions, salary or bonuses. Documentation is KING!

Conduct performance reviews with your entire team. Have them set goals and revisit these goals with them on a monthly or quarterly basis. Avoid taking on the burden of their ability or inability to meet expectations. Share ideas, best practices, bring in top industry speakers, mentors, coaches, etc., but in the end, the old saying remains true..”You can lead a horse to water…”

b>Communicate expectations and set clear boundaries. It’s not good enough to simply have a talk with your employee. You must ensure that they understand what is being asked of them. You must be explicit with what needs to change, improve, etc. State deadlines for those improvements and follow-up to check on progress. Immediately after the meeting with your employee, always follow up with an email restating your expectations and agreements.

Stop giving away all of your attention and energy to the “resistors.” Remember the 20/50/30 rule. 20% of the people are “change-friendly.” 50% are your fence-sitters. 30% are the resistors. The “resistors” are antagonistic toward change and often do everything to derail your efforts. Who do you think is your loudest, squeaky wheel? DON’T give ’em the grease. This will only exacerbate their behavior and the problems. Look to win over the 50%, but give your greatest attention, kudos and support to the 20%.

Over communicate, especially in the wake of organizational or system changes.

Know when to let go. If you have a team member who is not meeting your company’s expectations and standards or who may be resisting change, behaving in an insubordinate manner and/or generally has a poor attitude, these things don’t mean that the person is “bad.” It simply means they are unhappy and are likely in desperate need of change for their own sake. You’re not helping them or you by letting them slide by. Know that by releasing them, you will be giving them the opportunity to find a place where they CAN be the star that they really wish and hope to be, and at the same time, you are creating space to allow the “star” that’s right for your team, to find you.

Make sure that your praise is fitting to the personality of your employee. Don’t drag an introvert into a conference room full of people and extol their virtues. They are more likely to appreciate a lunch one- on-one with you or a sincere ten minute conversation in your office.

Remember that all eyes are on YOU. Do not share your personal issues. Do not drag your bad temper from this morning’s spat with your spouse into work with you. Do not blame Corporate for all of your team’s problems. Do not compare one employee to another, EVER.

Be a constant source of hope for your team. As a Leader it is your duty to always keep the light on the path to hope, shining. The real truth is that even in the face of dilemmas, roadblocks, chaos, controversies, and challenges, your employees will look for “hope.” If they can’t find it in you, they will inevitably search for a new Leader someplace else.

Victoria Del Frate is a Business Coach working one-on-one, specifically with Mortgage Professionals. She is the Owner of I CAN Coaching Company and creator of I CAN Plan, a mortgage-specific business planning web-tool. Victoria has successfully coached dozens of mortgage professionals whose needs have ranged from systems implementation, business plan development, marketing, lead generation, team building and customer service platform improvements to accountability, time management and life balance concerns.

“My passion is working one-on-one with highly motivated professionals to maximize their personal effectiveness as they develop their vision, define their goals, take action and build strong foundations to ensure their continue success”-Victoria Del Frate

“Coaching is a calling, a passion, a way of life. Each victory, each level you help another human being achieve, to me, is the most worthy contribution one can make in a lifetime. Through coaching, I help others and myself to live “on purpose” every day.”-Victoria Del Frate

Victoria’s mortgage business planning website, I CAN Plan has been showcased on Mortgage Girlfriends and has been touted as, “The best, on-line, mortgage planning tool” by industry leaders. She was also recently interviewed by Karen Deis as one of the industry’s, top business planning experts.

Author: Victoria Del Frate
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How to choose a blood pressure monitor

Cross Generational Networking – We Can Learn From Each Other

Networking has been and will continue to be a critical component to business and social communications. Certainly we have all relied on networking at some point in our career. What’s interesting is how networking has changed and evolved with each generation.

Today, four generations of employees co-exist in the workplace. Their communication styles are all different and the way they utilize networks vary. Regardless of these differences, there is much to be learned and shared across generations around networking and relationship building.

The Four Generations

Traditionalist (currently age 62 and above) prefer a more formal networking structure. They tend to build their network through existing business and personal relationships. They make introductions through others with whom they have established respect and trust. They prefer to network and communicate face-to-face. Traditionalists pride themselves on customer focus, dedication and loyalty. By achieving this, they are able to form long-standing relationships. They are also philanthropic and expand their network through participation in various voluntary capacities such as: religious affiliations, country clubs, non-profit organizations, etc. Traditionalist network mostly with those in their own generation or the generation below them. It’s rare that they network with Gen X or Gen Y unless it is required for business purposes.
My father, a traditionalist who still works full-time, is someone that knows a lot about networking and relationship building. In fact, we joke within our family that he can go nowhere – including on vacation outside of the country – without running into someone he knows. When I asked him what we can learn from his generation about networking he said the following, “focus on customer service, be active in business and social organizations, give back, take leadership roles and don’t ever be afraid to ask for a referral.”

Baby Boomers (currently ages 43-61) are very relationship-oriented individuals. They utilize business and social networks for many reasons including the opportunity to meet and mentor others. This generation has seen the power of networking through cultural change that they were able to drive during their lifetime. For example, the civil rights movement. In business, Baby Boomers are team oriented and use networks to establish and further relationships. At times, their emphasis on relationship building can cause frustration with the younger generations who feel that Baby Boomers take too long to make decisions due to involving many in the process.

Generation X (currently ages 27-42) use of networks is more inwardly focused. This generation is more likely to utilize networks for business opportunity and personal growth rather than socializing. That’s not to say that all Gen Xers are self-centered or anti-social but research has shown that they have a smaller, tighter group of friends and networks. They focus more on internal networking, for example, within the company they are working, then external networking. They also favor more on-line networking resources.

A Gen Xer myself, I spent over 17 years working in large, global corporations. While employed within those organizations, my internal network was large and strong. It wasn’t until I started my own business a few years ago that I realized my external network was lacking. It’s taken time, energy and getting out of my comfort zone to build my network. Now, I am amazed in a relatively short period of time at the relationships I have established and the networking skills I have developed. There’s no question in my mind that building a broad network is essential. Especially, in these economic times, ones network can play a key role in employment and business opportunities.

Generation Y (currently ages 7-26) have embraced the concept of networking early on. Their use of networks starts for social purposes at an early age with the use of on-line resources such as My Space and Facebook. They are the first generation that will be able to maintain and keep a relationship network through the internet from the time they are young through their adult years. By their teen years, they literally have hundreds of cyber “friends” that they communicate with on a regular basis. They have also been engaged in other forms of networking through extracurricular activities and volunteer opportunities. They really have brought a whole new light to networking and will continue to shape it well into the future. Gen Y has no problem including all generations in their network and can see the value from a diversity perspective.

Networking Tips to Share Across the Generations

The bottom line is that each generation networks in different ways, and for different reasons, but all four generations understand its importance and value. Following are some key networking tips that are beneficial across generations:

· Leverage existing relationships to build your network – you will probably be surprised by how many people you know when you really think about it. Start by making a simple list and build from there. Never underestimate the power of a relationship even if it’s one that was formed just moments ago.

· Be willing to experience new ways of networking – there are many, many ways to network that don’t always involve meeting face-to-face. Regardless of your age, try something new. If you typically use on-line networking resources, expand your horizons by attending a few networking events in person. If you’re more of a face-to-face networker, join an on-line network.

· Get involved in a variety of networks – there are literally thousands of different networks available for both social and business purposes. Do your research and talk to others to determine which ones most closely align with your needs and expectations. Once you find a few organizations you enjoy, make an effort to utilize them regularly.

· Practice active listening – remember it’s not all about you. Networking is a give-and-take relationship and one that requires strong listening skills. As you form relationships, make sure that you are really listening for not only what it can offer you but what you can offer to it.

Kim Huggins is the President of K HR Solutions, LLC based in Harleysville, PA. Her company offers services in the areas of organizational effectiveness, leadership development and team dynamics. Kim is a nationally recognized trainer and speaker on the topic of Generational Differences.

Author: Kim Huggins
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Benefits of electric pressure cooker

The Top 10 Qualities of Your Next Winning Goal

No matter what you’re going for in your life, having a goal is an essential part of the process. When you have a goal, you’re more focused, you’re more motivated and you’re clearer about where you’re going.

Making decisions is easier when you have a goal, because if you’re really honest with yourself you know if one particular choice is leading you towards your l or away from it.

When you don’t have a goal, life can be aimless, stagnant, depressing or self-destructive. Chasing the wrong goal, though, might be even worse than not having one at all.

Here are the Top 10 Qualities of Your Next Winning Goal

  1. Fun. When the game is fun, the goals get done. Whatever your goal, make sure it’s something you can enjoy working towards. Find a path to the finish line that makes use of your strengths and gives you opportunities for connection, fulfillment and joy.
  2. Realistic. Your goal needs to be realistic and not too lofty — a marathon runner aims to run one mile, 26 times. Use your track record of meeting or not meeting previous goals as your guide. Not meeting your goals has as much to teach you as meeting them — instead of giving up, break the goal down further.
  3. Personal. Goals need to be something you want to achieve, based on your own passion and vision. If a goal is something you or someone thinks you “should” do, it’s not your goal.
  4. Concrete. Your goal needs to be tangible and definable. “I’m going to spend more time with my children,” is an admirable thought. “I’m going to spend 30-minutes reading a bedtime story to my children every night,” is a goal.
  5. Revered. Achieving a goal is cause for celebration. Too often people swing from berating themselves for not working hard enough or letting themselves off the hook, to shrugging off their
    accomplishments because they’re too busy chasing the next goal.
  6. Extraordinary. Eleanor Roosevelt implored, “Do one thing every day that scares you.” Your goal should be outside of your comfort zone, outside of your job description, outside of your daily routines and rituals that you’re going to do anyway. We set a goal when we want to do MORE or do better.
  7. Flexible. You may need to shift and adapt your goals if you find you’re consistently off track. How can you think outside of the box and still get where you want to go?
  8. Applied. You can only turn your passions and dreams into reality by setting and reaching your goals. Decide what you want, what you’re going to do to get it, write it down and start doing it. Don’t take it lightly, live your life “on purpose.”
  9. Top-of-mind. Goals need your attention, or they can be easily obliterated by daily life; other things will inevitably become more important and take over. Make your goals fit in with what you also want to do for your family, career and community, so that you’re not choosing between them.
  10. Shared. Goals need to be spoken out loud, committed and shared. When someone else knows what you’re trying to accomplish, you give them the opportunity to support you. And for them, you’re a living role model of inspiration, passion and purpose.

If your previous attempts to improve yourself have failed, go back to the drawing board and make sure that you’re working towards the right goal. Once you set a winning goal for yourself, the road to change becomes clear.

(c) Copyright 2008, Mark Ford

For more than fifteen years, Mark Ford has been inspiring countless people to do things a little bit differently, to put fun back into the equation and to think outside the box. He has assisted top level executives and business leaders to increase individual and organizational performance, as well as to improve communication, leadership and motivation. To receive Mark’s monthly newsletter, Go for it!, sign up at

Author: Mark W. Ford
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Pressure cooker

The Power of Networking – How Effective Are You?

Let’s face it, you are not necessarily going to find your next job via a headhunter or in the newspaper (though I am not saying that it never happens this way, it is just more difficult to do so). The best jobs are often not advertised. Most likely, you are going to find your next opportunity via a network you have created – a network of friends, colleagues, and acquaintances – who have access to companies and know about opportunities that you couldn’t find out about any other way. Or, if you did find out about an opportunity through a newspaper want ad – you likely have a better chance of getting noticed among the many resumes received when you are introduced through a network connection. However, networks can help in ways other than helping you find a new job. Your network can be a sounding board to help you solve a particularly difficult problem. They can help you further develop an idea or concept you have and can assist you in understanding market trends and help keep you updated on current business topics.

(Social) Networking Tools and Groups

There are some great tools available for social networking. One popular tool is LinkedIn. LinkedIn is a great way to keep in touch with individuals you have worked with before or know from college. It is also a valuable method for sharing your expertise and knowledge in discussion groups and/or responding to questions from others on LinkedIn (“Answers”). LinkedIn enables you to expand your network and meet others by asking for introductions from your current connections to others to which they are connected.

Twitter is another tool for networking. Through Twitter you can share information with others and learn from them. With Twitter you don’t need to have a prior relationship or know someone in order to follow them. This enables you to reach individuals you may not otherwise ever have the opportunity to reach. Specific topics of interest on Twitter, such as #projectmanager or #leadership, enable you to connect globally with others who share your specific interests.

There are other groups you can likely find to participate in with like-minded people. For example, I belong to the Employee Engagement Network. This is a global group of individuals who are interested in and involved in employee engagement. Another group I belong to is Business Exchange. BusinessWeek’s Business Exchange allows users to create business-focused topics and share information with other business-focused users who are interested in the same topics.

I’m sure you know of other networking tools and/or groups that you have found of value – please share in the Comments field below.

Networking Events and Conferences

Attending networking events is another way to meet others. You can find professional networking events in nearly every city. These events are sometimes focused on a specific topic or group such as for marketing specialists or individuals who are unemployed and job searching. In addition, conferences offer the opportunity for building your network also. For example, PMI Global Congress is a great conference to attend to network with other project managers and increase your skills and knowledge around project management-focused topics. Most conferences provide networking sessions during lunch or in the evenings – another great way to meet others, make connections and share information!

Networking isn’t Easy! It’s Work!

Networking does not come easy to many people – you have to work at it. You can’t just expect someone who you met once to recommend you for an opportunity or to share information with you unless you work on maintaining and building the relationship with that person. The ability to nurture relationships is a key component of building and maintaining an effective network. Also key is remembering that networking is bi-directional. Your network is just not a group of people who are there to help you find your next opportunity or introduce you to someone who may have a job for you. Basically, they are not there only for when you need them. These are individuals you need to be actively interested in and involved with – people you want to keep in touch with and share information with. You need to devote time to your network on a regular basis. Bottom line – don’t just contact your network when you are in desperate need for help. Keep in touch with them regularly and be interested in what they have going on themselves – not just what they can do for you.

For example, let’s assume that someone in your network is interested in coaching others. Maybe you just came across an article on the benefits of hiring coaches. Why not share this article with that individual? Include a short note that the individual may find the attached article of interest. Ask them how they are doing in finding coaching opportunities. Maybe someone else in your network is already a coach – connect these two individuals. They have a lot in common! Or maybe someone in your network just moved to a new position in their company or took a new job – send them a note to congratulate them on their new opportunity. I regularly share white papers, articles, and interesting books I have read with my network.

Broaden your network. Don’t just network with others in your specific industry. Networking outside your specific job function or your specific industry is a more creative approach and helps you to gain a broader perspective on the opportunities available and on business in general. What you learn from others in your network can help you grow professionally and personally.

Ask for help in building your network. Your network members can introduce you to others. For example, if you are interested in understanding more about the manufacturing industry, ask individuals in your current network if they have any connections in that specific industry. Ask them to make an introduction for you. Similarly, if someone in your network mentions that they are interested in a specific industry or company, and you have a contact in that area – offer to make an introduction. By sharing your resources, you become a valuable partner in the network and help you broaden your network.

What are your networking stories – the good, the bad and the ugly?

What has worked for you?

How has a network helped you develop professionally?
Resources – Harvard Business Review Articles on Networking

The following can be found online at:

Harvard Business Review, 2008: Start Networking Right Away (Even If You Hate It)

Harvard Business Review, 2006: How Leaders Create and Use Networks

Harvard Business Review, 2005: How To Build Your Network

Gina Abudi has over 15 years consulting experience in a variety of areas, including project management, process management, leadership development, succession planning, high potential programs, talent optimization and development of strategic learning and development programs. She is the president at Abudi Consulting Group, LLC ( ) in Amherst, NH. Gina blogs at

She has been honored by PMI as one of the Power 50 and has served as Chair of PMIs Global Corporate Council Leadership Team. Gina is currently President-Elect of PMI Massachusetts Bay Chapter Board of Directors. She has presented at various conferences on topics ranging from general management and leadership topics to project management. Gina received her MBA from Simmons Graduate School of Management.

Copyright 2009 – 2011 Gina Abudi – All Rights Reserved Worldwide.

Author: Gina Abudi
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Buying Camera in US, Pick up at Canadian border

Solo Professional Burnout – Tips to Stay Physically and Mentally Fueled

When you left that corporate job and jumped into the world of self-employment you were probably following a passion or calling.

However, what you may not have realized at the time was just how integrated your professional and personal life would become. Or the level of self-discipline, motivation, and management it would take to stay on course with your goals.

In looking over my last couple of years in this entrepreneurial world, I’ve compiled some tips that have helped me keep my focus and my sanity!

  1. Create goal index cards. I learned this from Christine Comaford, author of Rules for Renegades. Using a stack of colored index cards, create these categories: career, wealth building, learning/development, health, relationships, community/charity, and fun. For each category create 1-2 goals. Write your goals in active present-tense language, and include an end date. Keep those cards in front of you, and read through them once or twice daily.
  2. Establish a workout routine. Your body, mind, and spirit need some kind of scheduled physical activity. Many times when we’re under deadlines or just feel too busy, a workout routine is the first thing to go. You don’t have to be a fitness fanatic to create this habit – work toward scheduling into your life 30 minutes of exercise four times a week. Your creativity and productivity will soar!
  3. Shut down the computer. I admit this can be a tough one, but make an effort to actually shut down your computer at the end of the workday. It signals to your mind that it’s time to relax. If it’s difficult to do this during the week, at least shut it down on the weekends. This also includes your mobile phone applications!
  4. Volunteer. It took me awhile to find, but my volunteer passion is walking dogs at the local humane society. Having a place to give back clears my mind and helps me to remember what’s really important in life. If you’re not sure of your volunteer passion, try
  5. Remove temptations from the kitchen. My office is right next to the kitchen, so guess what? Whenever I’m stressed, bored, or procrastination sets in, I head to the kitchen and end up eating junk food. Stock the kitchen with as many fruits, vegetables, and healthy snacks as possible while reducing the chips, cookies, and other junk. You may not eliminate every temptation, but you can at least improve your odds. Pair this with a regular workout routine. One feeds the other – so when you’re practicing healthy exercise habits, you may find the motivation to reduce unhealthy snacking.
  6. Find valuable learning opportunities. Are you continuing to learn new skills, whether for professional or personal development? Learning forges new pathways both in the mind and in your life. Educational opportunities don’t have to be expensive. Examples include taking a class at a local community center, reading a new book, or finding a mentor. For the best balance, mix professional and personal opportunities.
  7. Find collaboration partners. Collaboration partners have helped me stay focused and motivated by creating a much-needed sense of community. Consider both professional and personal collaboration partners, such as an exercise partner, a product creation partner, or an accountability partner. Find people that inspire you to remain committed to your goals.

You’ll notice these tips are a mix of both the professional and personal, reflecting the life of a solo professional. Implementing just one or two of these ideas will help you remain physically and mentally fueled!

If you’d like to include this article on your website or in your e-zine, please make sure it remains intact and include the following blurb:

Amy is the owner, small business coach, and principal learning designer of Amy Franko Consulting.

She is a certified Book Yourself Solid business coach. The group she’s most passionate about serving is women who are solo service professionals. She uses a simple system of protocols specifically designed to bring more ideal clients into their business, even if marketing and selling isn’t something they like to do.

You can learn more about her by visiting her website,

Author: Amy Franko
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Low-volume PCB maker

How to be Really Successful at Networking

Networking and work-of-mouth marketing has become an essential business skill. We tend to intuitively realize this. However, how well do we do it? Do we set goals and objectives like we do for other business projects and marketing initiatives? When I speak with other business professionals I find that most fully realize the value and power of networking but that they often have a hap hazard approach to networking. Here are some thoughts and advice on how to be spectacularly effective as a networking professional.

Image that you are getting spectacular networking results.

What would that mean? What goals would you have achieved? Who would you be networking with? What problems would these spectacular networking results be solving? These are important questions and your networking activity should be based on the answers to these questions.

Have you ever gone to a networking event and mingled around a bit, talked to a few people and then left? These results were certainly less than spectacular. Have you left without any appointments? Have you left after getting only a few business cards from people to follow up with or perhaps even none? Have you left without even the thought of following up with anyone? If so then you have wasted your time attending the event.

I suggest an approach at a networking event that is virtually guaranteed to boost up your networking to the spectacular level.

Here is what I suggest:

Don’t even think about trying to sell at a networking event. Focus on building your network. Focus on helping others to build their network or to help others reach people that could use their product or service. In short, help others. If you try to sell at the event then you a playing a hit or miss game. If people do not need or want what you are selling you have no chance to make a sale and if you continue to try then you will only turn people off and they will close up to you. This is the last thing you want to have happen. It is a rare networking event that gives to the opportunity to sell and I hope that this is not news to you.

Imagine changing your thoughts about networking into ones of building your network rather than ones where you try to make a sale. What would happen if you changed your approach in networking from “selling”, to getting to know as many people as possible, and then getting them to introduce you to someone who can use your product?

People usually respond well to anyone who will help them achieve what they want. So, shouldn’t you be trying to find out how you can help as many people as possible? Become their referral source. If you help them they will respond in kind by helping you reach more people. Learn how to help the people you meet.

Once you have replaced the “selling” attitude with the “helping” attitude. You are ready to move onto the next phase. This is where things can really get interesting. Now it is time to focus on networking with right people. For spectacular results you need to be networking with the right people.

What are the characteristics of the right people – the right people for you?

o Network with people that think like you do. They are not there to sell but rather to help others and to expand their network.

o Network with people that are good at helping others.

o Network with people that know the people you want to do business with.

o Get together with people that know lots of other people. For example business leaders usually know lots of other people and they know other business leaders.

Where do you find these people?

o Choose events where networking is not only expected but encouraged.

o Join a networking group. One such group is BNI. BNI is a formalized networking organization and the focus is to not sell to the group but rather to increase a member’s network and to generate sales outside of the group.

o Attend networking events where everyone is not trying to sell to everyone else.

o At an event observe people that appear to know many other people. These people have dedicated significant time to building their network. They can be extremely helpful once you get to know them.

o If an event has a host or people to help with introductions then ask to be introduced to the people you want to meet. Remember that you want to meet people that can help you build your network. You want to meet with people that you can help by expanding their network.

o Always be on the lookout for “Power Networkers”. Power Networkers are the people with all the right characteristics.

How do you meet these people?

o Building a network is the same as building a relationship. Always keep this in mind.

o Ask to be introduced and then make a genuine effort to learn about the other person. If you cannot be introduced then introduce yourself. Always be genuine and learn about the other person.

o Make arrangements to meet again to find out how you can help that person with network building. As long as you remain on target about helping the other person you soon enough will be asked how you can be helped with referrals for business or to expand your network. This activity powers up this relationship and it benefits both parties.

o Set goals for a networking event. For example, have a goal to meet 10 people and come away with two follow-up lunches or two follow-up meetings.

o Do not be too quick to offer referrals. Protect your contacts and only refer when you know more about the people you have just met. This is why a follow up meeting is so important. Show an interest in learning more about the other person, the products and services and their ideal clients.

o Offer to meet on a specific problem they may have mentioned to you. Again, if you approach this with the intent to help the post-event meetings will be easier to arrange.

Some Ideas on How to Maintain Your Network

Set up a way to stay in touch.

o Use e-mail to send ideas and additional networking thoughts and tips.

o If you publish a newsletter then put your new contacts on your distribution list after asking their permission.

o Once you get to know them better send a note or card on their birthday. Birthdays are often ignored and you can stand out by being the one that has remembered. Also note that people are flooded with Christmas and Holiday cards. It is harder to stand out from the rest by sending a card during the holidays.

o If you find an interesting article cut it out and send it with a short note. This simple act goes a long way.

o For people that you want to get to know better invite them out to lunch.

o Invite them to networking events and ask them to invite you to networking events. At these events help them with introductions and they will help you when you go to their events.

Final Comments

Business building activities take time and attention. Building relationships does not happen over night and with no activity. You get from a relationship what you put into it. What levels do you need to achieve? My studies indicate that in order to have a nice network operating for you that you will need somewhere between 80 and 120 people that you maintain regular contact with. At this level this channel will be a major part of your marketing. You will be able to count on it for significant business.

The bigger your network the more it will perform for you and if you will be able to maintain proper contact with 300 or 400 people then I suggest that your will not have to do any other marketing as your network will be big enough to provide you will all the business you can handle.

So stop selling at networking events, and start building your network. Go to networking events most conducive to network building (rather than selling events).

Set specific goals for networking events relative to people to meet, types of people to meet and follow-up meetings made.

Gary Horsman is President of WSI Global Reach which is an Internet Marketing company located in Woodstock, Vermont. He is a member of BNI an international networking organization – and has contributed to his BNI Chapter as Vice President, Educational Coordinator and is currently the Chapter Mentor and a Visitor Host. He also serves as an Ambassador for BNI New Hampshire. Ambassadors help BNI Chapters to achieve their objectives. He firmly believes in helping other achieve their goals.

Author: Gary Horsman
Article Source:
White Coat Hypertension

Negotiations- Preliminary Tips & Techniques

Being a good negotiator is a skill you will find useful in many situations. The skills you will develop will facilitate your being more effectively assertive, being a better problem solver, and being a better conflict manager. Developing the skills is sometimes tedious and requires a lot of practice. The payoff is both substantial and positive, though.

At first, it will be useful to move through the negotiation process in a step-by-step manner. With practice and experience, you will gradually get to a point where effective negotiating is second nature to you and is not something that requires a lot of detailed activity. At first, though, it is important to develop a negotiating plan and then seek out opportunities to practice. It is a little like learning to play the piano. Learning how is tedious and time consuming. Being able to play well, however, is a very satisfying thing indeed.


What do you want that I have, control, or can do? As odd as it may seem, this is frequently the step that inexperienced negotiators leave out. Very specifically, what do you want that I have? Here, we are talking about things, about concrete and tangible objects. What do you want that I control? Here we are talking about opportunities, resources, time, or other less tangible ‘things.’ What do you want me to do that I can do? Here, it is important to think in terms of things that anyone with my skills, in my position, and with my resources ‘can do.’ In very specific terms, what do you want from me?

With ‘it’ referring to what you want, can I actually give it to you? This is another point that amateur negotiators frequently overlook. What they want is something that the other person cannot, as a matter of individual choice, give to them. Perhaps other people are involved, maybe it is not something that the individual has the right or authority to simply give away, perhaps it is not something that the person can actually do, or maybe there are other factors that have to be taken into consideration other than simply deciding to give it to you. Under these conditions, simply negotiating with you is not enough, since I cannot simply give you what you want. Be sure that your negotiations are directed to the individual or people who can give it to you. Who all do you need to include in the negotiations? You should not leave anyone out.

Assuming I can give you what you want, under what conditions do you think I can give it to you? If you believe that I will simply give it to you without conditions, there is nothing about which to negotiate. Simply ask me and I will give it to you. Here, though, let’s assume that you think I will give it to you under some conditions. In specific terms, what are those conditions?

Under what conditions will you accept it – accept what you want – assuming I am willing to give it to you? Yes, you undoubtedly have conditions. Suppose you want to use my car for a week while yours is in the shop. It is my car, and I can let you use it. You think I will let you use it if you agree to take good care of it, bring it back with a full tank of gas, and you pay my bus fare for the week. Suppose my conditions are a little different, however.

I agree to let you use my car for one week if you agree to make my car payments for one year. You will undoubtedly say, ‘No way.’ The point is that you do have conditions. Under what conditions will you accept what you want if I give it to you?


A successful negotiation is a conditional transaction. We do business under certain conditions. If you are still in the game to this point, you have a clear statement of what you want, a set of conditions that you think I will have in doing business, and your conditions for doing business. Make a chart with two columns with the left column including a list of your conditions and the right column including a list of my conditions. Now, what are the points of convergence: conditions on your list and on mine? The more points of convergence there are, the further along the negotiations are going in. Your goal, of course, will be to reach a point where there is complete convergence, a point where the conditions on your list are the same as the conditions on my list.

What are the points of divergence: conditions that are on your list but are not on mine and conditions that are on my list but not on yours? Being careful to be very specific, now, make a master list that includes only our points of divergence, noting beside each point whether it is my condition or your condition. We will then negotiate our points of divergence.

As a central negotiating principle, keep in mind that you are never negotiating about what you want. That is a given and is actually nonnegotiable. If you did not want it, there is no point in pursuing it. We are simply negotiating the terms and conditions under which I will give it to you: our points of divergence. Amateur negotiators frequently fall into the trap of focusing on what they want. Skilled negotiators focus on the points of divergence: what we will call the transfer conditions.


What do you have, what do you control, or what can you do that would be of value to me? Look at my transfer conditions. You may use them as a guide for determining what may be of value to me in this particular negotiating situation. Make a list that includes what you can give to me in this particular negotiating situation. Make notation of why you think it would be of value to me. What benefits will I derive? What you give to me combined with the benefits I will derive from it represent the consideration you are offering in the negotiation.

As a summary point, you have determined what you want, have determined the transfer conditions, and now have determined what your consideration can be to induce me to follow through with the transfer. The stage for negotiating is set.

What are your negotiating limits? Review your list of consideration elements. Can you actually transfer control of them to me? What are the long and short term implications for you of making this transfer? Once you have considered the implications, revise your consideration list to include only those things you can give to me without jeopardizing yourself over time. This final list is what constitutes your negotiating limits: the maximum consideration you are prepared to introduce into the negotiations. At no point, and especially not during a specific negotiating session, should you go beyond your negotiating limits, no matter how tempting it may be. Yes, you may miss an opportunity once in a great while. The advantage to you is this: making an unexpected offer you cannot refuse is a game run by truly skilled negotiators. Assume that he/she is at least as skilled as you are and is not about to ‘give away the store.’ What seems like an unexpected prize will usually turn out to be something for which you will pay dearly and without the benefit of prior thought or analysis. As good negotiators say, ‘Never come to the bait!’

Importantly, following all of the above steps gets you to what you think will be the final outcome of the negotiations. You think you will get what you want, the full consideration I have to offer. You have also determined your negotiating limits: the maximum consideration you will offer. If you want, simply make your best offer on a take it or leave it basis. This is, of course, not negotiating. It is rather simply making a nonnegotiable offer. What should you do if you want to negotiate, though? Simply list the preliminary transfer conditions: the least you are willing to accept and what you believe – hope – might be the least I would accept in return. These then represent the minimum transfer conditions. If you have carefully completed your preliminary work as outlined above, negotiations may now begin.

This article is excerpted from The Frustration Factor from Glenbridge Publishing. For more articles and information from Gary Crow, visit or

Author: Gary Crow
Article Source:
Canadian crossborder shopping

Top 10 Executive Leadership Skills

Executive leadership programs or leadership trainings are useful in many aspects. The skills you learned from a leadership training course can apply to your career, for your own personal development, as well as for your own personal family life. Do not look down on these leadership skills and capabilities, many people find it helpful and very influential on their personality after they had the training.

Leadership Skills for Everybody

Below are the 10 leadership skills that top leadership coaching companies used in their executive leadership development courses. The below skills are applicable to everyone, whether you are the CEO or not, as you can apply the same leadership skill even if you are just leading your own children through their growth.

1. Trust Building Building trust, the most important leadership competence, yet at the same time, the most difficult to achieve. Many of the following leadership skills are also built based on trust and mutual understanding. To continuously building trust within your team and other departments, you can apply the below tips: a. Open Door policy – you have to trust your employees in the first place before getting their trust. Be open and honest in discussing company policies, conflicting situations and value their ideas by dong active follow-ups. b. Actively listen and paraphrase points to demonstrate your understand. Only listen but not taken the points out from the conversation can be seen as not trusting the ideas of your employees. c. Make sure you handle issues fairly. Integrity is crucial to have people trusting in you. d. Constantly ask for feedbacks from your employees on your approach in daily communication and conflict handling. At the same time give constructive feedback to your employee and help them to grow personally.

2. Communicating Communication is vital for everyone and is of top importance for any leaders. Communicating with appropriate manner as noted below can make a huge difference: a. Use appropriate language, tone and channels (written/ spoken) in different situations. Do not stick to one general route to communicate with everyone as that might cause conflicts due to difference in mentality. b. Communicate regularly with your subordinates in an open and honest manner. Encourage two-way communication in contrast with one-way delegation. c. Make sure that information is delivered correctly, without unnecessary alternations, to all levels within your organization.

3. Cooperating As a leader, cooperating with your own team, other departments and boost the collaboration between your team members and other staff within the company, and at the same time cooperate with people outside of your company, to achieve win-win situation and build interdependency between different skill sets, by applying the below tips: a. Hold team-building events within and outside of your own team. Cross-department team events break the ice between teams and build personal relationship among teams b. Take helicopter view of issues and involve your team and other team leaders in decision-making. c. Initiate and/ or participant in cross-functional projects to tackle shared concerns, while at the same time learn from the best practices from other departments d. Actively discuss both formally and informally with colleagues from other departments to understand their mentality and their expertise

4. Risk Managing Risk management is something easier said than done. Make use of the below tips: a. For all projects/ works you are taking up yourself or with the team, brainstorm on risk factors and record them down for reference and further actions. b. Base on the trust you’ve built with your team members, encourage them to report any possible risk that they identify daily. Be honest and do not finger point to any late notice of a risk. c. Seek information from a wide range of sources and evaluate risk from all perspectives.

5. Understand Issues

When you have received information, the next step is to understanding it thoroughly and then seek for a proper solution. You can apply below tips to understand issues better:

a. Gather ideas from team members in meetings and make use of tools like flip chart to map out the details of issue.

b. Take a step back and look at issues from different angles. If you are unfamiliar with other perspectives, discuss with other departments to find out their opinion on their perspective.

c. Be sensitive to the content of informal conversations and follow-up with staff on certain implications that you can derive from the conversation.

d. Be alert on the business trend of your industry by reading relevant magazines and websites.

6. Solution Seeking

A leader is at a perfect position in showing your subordinates that solving an issue with feasible solution is the ultimate aim.

a. Use the information you have gathered and understood, develop several solution scenarios together with your team members.

b. Always prepare contingency plans to back up the solution. This is also part of your risk management.

c. Use high level and long-term views and visions to understand all the possible implications of your solution.

7. Influencing People

As a leader, you are the one who can direct your fellow employees and influence them in making decisions. Rule of thumb – always try achieving ‘win-win’ agreement whenever possible, by assertively persuading people around you.

Below are some tips in how to influence people:

a. Present and support your viewpoint in various formats to appeal to different audience, like graphs, tables and clear and precise wording.

b. Build relationship constantly with your own direct reports as well as other departments for political supports in times when you need to introduce ideas and changes. You can build this up by supporting, protecting and appreciating other’s idea in meetings and add values by paraphrasing their original idea.

c. When addressing issues, be open and show your willingness in dealing with difficult situations. This can show your understanding and at the same time ask for understand and interest from your counterpart, and in turn influence their decision-making.

8. Inspiring People

One of the major roles of a leader is to inspire and guide your subordinates. Be open and share your value with others, let people understand that you welcome changes and improvements by applying the below tips:

a. Build a vision with your team and share common values – show your trust in your team that they are capable in achieving the vision. Be open to discuss different visions and listen for new ideas as that might add value to your original idea.

b. Share successful stories with your team and outside of the team. Do not hesitate to praise good work. This can inspire others to achieve the same.

c. Conduct regular individual meetings with each staff – reconfirm their individual ability and confidence. Provide each staff a personal coaching plan, helping them to achieve their best.

d. Give your staff opportunities in challenging your decision and let them express ideas freely. If needed, keep it confidential and allow completely free channel of speech.

9. Developing People

As the head leading a team, your team members have expectation on you to help them grow in their career and personally. Popular and respected leaders are those who do not mind to give personal tips in coaching others. Below tips can help you in developing your people:

a. Develop personal development plan with individual employees and coach them in career development as well as soft skills like communication skill. Set measurable goals in the plan and review the plan regularly together with the staff.

b. Proactive offer help and guidance when you notice your staff needs coaching. Do not wait until your employee explode with a resignation letter.

c. Work with HR or training departments to give specific trainings that serve the needs of your staff.

d. Encourage mentoring and liaise with HR and other team leaders to act as mentors for fellow staff.

10. Continuous Improving

One important quality of a leader is to be able to improve the current situation continuously. You can follow the below tips in achieving continuous improvement:

a. Constantly review existing standards, rules and policies, established within and outside of your responsible area, as that might also affect the company’s efficiency as a whole.

b. Share and discuss your strategy plan and vision with team members and set goals to achieve. Review the plans periodically to identify what can be improved.

c. Share example of high quality work and brainstorm to get ideas in raising general quality of work. Establish mass communications like newsletters within and outside of the team where your team members can share their experience and compliments received from customers and/or colleagues.

d. Critically looking at the organizational structure and give recommendations to re-design job and skill match, in order to maximize skill-set within the company and boost motivation.

Apply the Skills outside of Work as well

The above are the outline of 10 basic leadership skills that coaching organizations used in their leadership development programs. These are also skills that you can use in your daily life! Check out various books and websites if you are interested in understanding more.

by Moxyl Oilli

Author: Moxyl Oilli
Article Source:
Omron HEM-790IT