วันเสาร์ที่ 31 มกราคม พ.ศ. 2552

Games are a Reflection of Behavior

You are standing on a small stage yelling, "What's the name of the game?!"

"Win as much as you can!!!" comes roaring back.

"Who's responsible for your score?!"

"I am!!"

The audience is composed of ninety men, all prisoners in a federal maximum security prison.

One more thing ? you're a woman.

For three years, Alicia volunteered every Thursday at FCI (Federal Correctional Institute) in Bastrop, Texas-

"I used my skills as a corporate trainer to help these men learn to shift their perspective on themselves and the world."

"Along the way the prisoners taught me as much, perhaps more, than I taught them."

"In my training business, I use games as a way to break down barriers and shift perceptions. What I came to realize is that your behavior in a game is an exaggerated reflection of your behavior in real life."

Games are an opening to behave true to our natures, to react immediately rather than with a careful response. Depending on the other players, we may monitor our behavior less in a game than in the real world, but we aren't acting differently. In a game there are no emotional holds barred.

In a game, we are allowed to be more right brained than logical. After all, "It's only a game."

Saying something is only a game tends to trivialize its importance. Precisely because we view it as trivial, and of no importance, we can give ourselves permission to let our true natures out.

When we floated this idea before a number of colleagues, several of them told us stories of self-discovery. One woman, a very sweet and kind person in "real life", was known as "the enforcer" when she played hockey in school. Another shared that, when she plays a game against total strangers she becomes "brutal" and highly competitive.

So if our true nature comes out in a game, what can we do with that information?

Can we transform situations so that we can be true to our nature? Can we make a game out of real world situations to allow our true nature to flourish? The obvious example is to view business as a game to be won. This implies competition and a winner take all attitude.

Yet Covey and others have told us about creating win-win situations. Is there such a thing as a win-win game ? a game where everyone wins, where no one loses? Can you devise a game where you can put your competitive streak toward a larger goal? Can the proverbial pie be made larger? As someone said to me, to transform from "me winning" to "we winning".

What's the name of the game? Win as much as you can!

Who's responsible for your score? I am!

The game Alicia played with the inmates was called "the handshake game". She had them pair up by size, height and weight and explained the rules. "We'll play the game for 45 seconds. You get one point when your hand taps his hip; he gets one point when his hand taps your hip."

The vast majority of the pairs had a combined score of 0 points. A few pairs scored in the 10 ? 20 point range.

But one pair scored 260 points.

The high scorers had realized that the name of the game and scoring responsibility did not define a win-lose (or "zero-sum") game. That is, one person did not win at the expense of the other.

Of course, the entire thing was a set-up. Alicia paired them up by size, height and weight to set the expectation that it was an evenly matched contest. She got them chanting to get their excitement up.

And she neglected to tell them that the pair was a team and the team members' scores would be combined.

"Deliberately I didn't tell them they were supposed to cooperate with their partner. I also never told them who the competitors were."

We all know that a "formal" team must cooperate to win. The revelation here was that by cooperating they could maximize their individual scores.

What's the name of the game? Win as much as you can!

Who's responsible for your score? I am!

The rules say nothing about preventing the other person from getting a high score. The pair who "got it" quickly settled into a rhythm of "one for you and one for me". And they could have kept that up for as long as the game ran. Meanwhile, the other teams were struggling and would have exhausted themselves long before the winners did. And, when the few teams who did spot the pair who "got it" there were charges of "cheating" leveled at them. "We saw what they were doing but thought they were cheating or didn't understand the rules."

The cooperation ? competition confusion is nicely summed up in the concept called "the prisoners' dilemma". Two people are arrested for a crime and there is enough evidence to put them both in jail for 1 year.

The police keep them isolated from each other and offer each the same deal: "If one of you talks and the other does not, the snitch goes free and the other one gets 3 years. If you both talk, you both get 2 years."

The partners can work together (by staying silent) and both get only a year in jail. By both defecting from the partnership to work with the police they will both get 2 years.

A single defector will go free while the one who cooperated gets 3 years.

The dilemma is formed by pitting trust against greed. The temptation of greed combined with a habit of competition blinds us to a different perspective.

But don't think that only prisoners are subject to this. When Alicia has had groups of corporate executives play this game, they fall into the same behavior pattern as the prisoners. In fact, in some corporate sessions nobody "gets it".

There seems to be a dichotomy between competing and winning. The idea of cooperating to win seems odd. In fact, we see other players complain that the ones who "get it" are cheating!

What you do depends on your view of the game. If the game is seen as a one-time event, why not be brutal ? there will be no consequences. But if this event is one in a series, then cooperation is clearly the better long-term strategy, if only because there will be a chance for the other to get even.

In studies of prisoners' dilemma style games (played for points and not reduced jail time) the players eventually settle into a strategy dubbed "tit for tat". Their actions are saying, "If you cooperate last time, I'll cooperate next time. If you defected last time, I'll defect next time."

Using the word "defect" helps us see the shift ? the opposite of cooperating (working on the same side) is defecting to the other side.

The desire to compete and the desire to win are not the same.

Game terminology (strategies, tactics, moves, etc.) is often applied to "serious" parts of life. Because the word game has a connotation of triviality, we sometimes bristle at its use to describe the things that mean the most to us.

What if we kept in mind that 'it's all a game' ? would we behave differently?

Philosopher James P. Carse writes in the first chapter of Finite and Infinite Games, "There are at least two kinds of games. One could be called finite, the other infinite. A finite game is played for the purpose of winning, and infinite game for the purpose of continuing the play."

The book's subtitle is "A Vision of Life as Play and Possibility." His premise is that a game is about the relationship between the player.

In the book he characterizes two types of players. Finite players play within the rules, infinite players play with the rules. Finite players play to end the game (with their victory), infinite players play to continue the game (by whatever means they see fit). Finite players play to win, infinite players play to keep playing.

The players who "get it" are playing with the rules looking to transform a finite game into an infinite one.

If this article has intrigued you we encourage you to look at the various "games" that you are "playing" and with whom. Who are your "teammates" and what kind of game are you playing? With increased awareness of our behavior, and the behavior of others, we are able to create a "win as much as WE can" mentality.

? Copyright 2004 Alicia Smith Consulting & Training. All Rights Reserved.

This article was written by Alicia Smith as told to John Satta

Alicia Smith is a Coach and Trainer whose specialty is helping business people to Make Money Now. She has taught over 10,000 people how to improve their business bottom lines. To learn more about her courses, products and services, please visit <a target="_new" href="http://www.AliciaSmith.com">http://www.AliciaSmith.com</a>

Negotiation: A Compromising Position

Negotiating is a hot topic these days for a good reason. It is difficult to imagine a more vital managerial skill than the skill of negotiating. Effective managers must be superior negotiators. Without solid negotiating abilities, managers will inevitably make serious mistakes in dealing with people at all levels, both inside and outside their organizations. As negotiators, managers must concern themselves with substantive issues and their continuing relationships with people. If they push too much, they may create hard feelings and a desire to exact revenge. If they are overly concerned about getting along with others, they may lose in many substantive areas, thereby negatively impacting upon their department and their organization.

Successful negotiating involves trading-off between getting along with people and getting what you want. All negotiators face this dilemma: &quot;How can I get what I really desire and yet maintain a friendly relationship with the other side?&quot; Those who can achieve these seemingly contradictory objectives have mastered the art of negotiating. Negotiation is a discussion between two or more people with the goal of reaching an amicable agreement on issues separating the parties when neither side has the power nor the desire to use its power to get its own way.

Collaborating is one of several problem-solving approaches, however collaborating looks for a workable solution and even-handedly explores the needs of the parties until they are reasonably satisfied. Its advantages are that both sides can win big and collectively find solutions, ideas, and outcomes that go beyond the scope of the individual parties involved. Personal relationships can improve rather than deteriorate. Its pitfalls are that it can be extremely time-consuming, and that negotiators with a forcing style may interpret this approach as weakness.

Copyright <a target="_new" href="http://www.aeschwartz.com">AE Schwartz & Associates</a> All rights reserved. For additional presentation materials and resources: <a target="_new" href="http://www.ReadySetPresent.com">ReadySetPresent</a> and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: <a target="_new" href="http://www.TrainingConsortium.com/">TrainingConsortium</a>

CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.

Negotiating Skills Will Get You Ahead

Negotiating skills can help you manage lots of different kinds of life situations, both at work and in your personal relationships. Here are a few examples of where these skills can help you build an even better life for yourself:

1. Many family situations require negotiating with others. Deciding which movie to see, planning how to spend money, choosing a vacation spot, and many other decisions work best when you have these skills.

2. Being a good negotiator enables you to get what you want more often without resorting to becoming aggressive or pushy. Negotiating with others is more effective than simply demanding what you want or just caving in.

3. You will be more successful in the workplace if you know how to negotiate. These skills enable you to stand up for yourself and get what you want more often without harming relationships with bosses and coworkers.

4. Negotiation skills increase your personal effectiveness in any group situation, such as volunteer groups, the PTO, and church or synagogue groups.

5. Knowing how to negotiate lessens the chances that others will take advantage of you.

6. Negotiating a fair solution makes you feel good about yourself and increases others' respect for you.

What Successful Negotiators Do

What exactly is negotiation? It is a set of skills that anyone can learn. When researchers have observed the behavior of negotiators, they learned that the most successful negotiators do the following things:

1. They plan ahead. Successful negotiations are rarely spontaneous. Taking the time to analyze the situation and think through your strategy is perhaps the most important element of negotiating success. This is true whether you are negotiating an important contract for your employer or negotiating your vacation plans with your family. Example: Anthony wants to begin running again to get into better physical shape. He became a new father 18 months ago and has had no time to exercise. He anticipates that Belinda, his wife, will resist any discussion of his wanting to take time for himself, since the responsibilities of parenthood are so time-consuming. For a while, he avoids the subject, fearing that it will turn into an argument. Then he starts to feel angry and resentful. He decides to negotiate with Belinda and begins by making a list of his needs and wants, as well as her needs and wants.

2. They are willing to consider a wide range of outcomes and options rather than rigidly insisting on a specific result. Negotiators who are most successful are open-minded and avoid being locked in to one outcome. They are willing to consider many possibilities and combinations of options.

Example: Lisa is feeling very stressed by the long commute to her job. She was thinking of resigning until she decided to make a list of other options. She came up with several alternatives: working from home two days a week, working part-time rather than full-time, working flexible hours to avoid rush hour traffic, and working from home every fourth week.

3. They look for common ground rather than areas of conflict. Pointing out areas where you and the other person are already in agreement conveys an attitude of cooperation and lessens any feeling of opposition.

Example: Sandy wants her next car to be a Volvo because of their reputation for safety. George wants a sports car. She says, &quot;Let's talk about what we agree on. First, we both agree that the car has to have a strong safety record. Second, we want to buy a new car, not a used one like last time. And third, we've set our price range as $40,000 or less.&quot;

4. They discuss the key issues in order of priority. Have a clear idea of what the two or three key issues are and which is the most important. Start with the most important issues and proceed to those that matter less. If you can reach agreement on the most important things, the lesser issues will most likely be easier to resolve. Example: Carol wants her next family vacation to be something really special-either a Caribbean cruise or a trip to San Francisco. She and her family have visited relatives or stayed at home for the past few years. She wants the family to have an experience they will always remember before Todd, their adolescent son, grow ups and moves away. She sees the key issues as follows: (1) There are only three years left before Todd leaves. He is not likely to join us for a vacation after he finishes school; (2) It is important to have an exceptional vacation at least once in your life; (3) If we plan ahead and save the money, we will be able to afford the cost of such a trip.

5. Skillful negotiators avoid behavior that the other person is likely to consider annoying. This includes any of the following kinds of behavior: having an aggressive or intimidating manner, using sarcasm, using negative body language, or talking loudly. Not only do skilled negotiators avoid such behavior, they work hard at conveying an attitude of cooperation, reasonableness, openness, and friendliness. Example: Jed is negotiating the details of his new job with his new employer in the Chicago area. When Jed moves from Memphis to Chicago to begin work, he wants Sarah, his new boss, to give him three paid days off to get settled in his new apartment. Sarah is resisting the idea. Jed says, &quot;I thought you would be more understanding about what it takes to get settled. A reasonable person would see that this is a small request.&quot; This sarcastic remark is likely to create some doubts in Sarah's mind rather than convince her to give Jed what he wants.

6. Good negotiators avoid participating in a defend/attack spiral. You know what this sounds like:

A attacks B

B defends herself and attacks A

A defends herself and attacks B

B defends herself and attacks A

We've all experienced being caught in one of these spirals and know how nonproductive they are. Rather than perpetuating such a process, the successful negotiator puts a stop to it by choosing not to say anything that would be perceived as aggressive or defensive.

Example A

Jim: &quot;I can't believe you are being so rigid.&quot;

Anne: &quot;Rigid! You should talk! You are completely bull-headed.&quot;

Jim: &quot;Right! You should try listening to yourself. You are impossible.&quot;

Example B

Jim: &quot;I can't believe you are being so rigid.&quot; Anne: &quot;You're not happy with what I've asked for.&quot; Jim: &quot;You're damn right! You have to consider what I want.&quot; Anne: &quot;Tell me more about it, then. I'll be happy to listen.&quot;

In example A, Jim and Anne dig themselves in deeper with each statement. In example B, Anne blocks the defend/attack spiral and makes it possible for communication to resume.

With practice, you can learn to use these simple skills to get more of what you want in life-without coming across like a bully. In fact, these skills help you reach agreements that are more likely to satisfy both parties while maintaining a positive relationship. Try them in your work life or at home-they work equally well in either setting.

Garrett Coan is a professional therapist,coach and psychotherapist. His two Northern New Jersey office locations are accessible to individuals who reside in Bergen County, Essex County, Passaic County, Rockland County, and Manhattan. He offers online and telephone coaching and counseling services for those who live at a distance. He can be accessed through <a target="_new" href="http://www.creativecounselors.com">http://www.creativecounselors.com</a> or 201-303-4303.

วันศุกร์ที่ 30 มกราคม พ.ศ. 2552

Guidelines for Ambassador Appointments

Ambassadors to other countries are a vital part of international relations. It is not uncommon for an ambassador to be the face or image of one country to another. Ambassadors act as a window into the importance of education, security, financial situations, business, and other societal issues. An ambassador has the power and authority to create opportunities through negotiation. Just like a negotiator, an ambassador must be equipped with specific qualities to ensure success. The distinction between the two should be that in the same.

Curry's book, &quot;International Negotiating,&quot; outlines several qualities for picking a negotiation team, or in this case, what I believe to be a good ambassador. The first and most relevant piece of advice is to not assign negotiators to a task based on a reward. This idea is simple but probably the most ignored idea in negotiation. Often, executives view an assignment that takes them or their employees overseas on a &quot;two week vacation&quot; ? the negotiation ? as a reward for being a top sales manager or some other reward. While sending your top sales manager to negotiate may not be the worst idea in the world, there are specific qualities that you want to look for when sending someone to be an ambassador for your company or country overseas. A balance in that person's skills should be apparent. If technical skills are needed versus social skills, then someone with those skills should be appointed for the task. Where as a specialist can be important, many cultures engage in trust building activities long before any real negotiations are held. Ambassadorship Strategy should involve a technically adept person with strong communication skills. This person should understand the overall implications of their relationship with the members of the other country. The &quot;big picture&quot; should already be developed for an ambassador so that they can blend into the culture while accomplishing the goals at hand.

For an ambassador from the U.S, several different issues would be discussed with other countries. National security, peace agreements, educational opportunities, social and health issues, and general societal issues all can go beyond the knowledge of an ambassador and far past his/her own technical knowledge. Knowing how and where to locate a specialist in each field of discussion is an important skill. Management of technical staff and administration staff is a key component to any ambassador. A streamlined approach to ambassadorship should be employed while keeping negative qualities at bay. Curry has observed several qualities as negative qualities (Curry, 10-13). Whiners can drag down and drain the emotional and physical strength of a negotiation or ambassadorship team. An effective way to deal with whiners would be to help them move towards solving the problem rather than just propagating it and not suggesting a solution. Connivers and &quot;one-uppers&quot; can really take cohesion away from a goal achieving team. Competition is great; if a conniving person is part of an ambassadorship team, encourage them to strive to meet the problems at hand. A manager of business would know the proper ways to motivate this type of person so that their negative quality won't hurt the team. Conditions change, and therefore flexible people would be perfect for an ambassadorship. Putting your best foot forward, while being able to succeed in all types of conditions can often prove vital in an ever-changing world. Cultural sensitivity, regarding sex, race, and creed is important. An appreciation for the culture at hand would help, while and understanding of that culture is vital.

Being an ambassador for the United States is important. The partnership as seen by other countries with the US can have lasting impressions, good and bad. A successful ambassador must possess the qualities as explained while having a deep appreciation and understanding of that culture. Only then, will the ambassador be able to achieve the task of representing the interests of the United States in a positive and progressive way.

Scott Fish President, <a target="_new" href="http://www.TopSatelliteRadio.com">http://www.TopSatelliteRadio.com</a> You can find other SEO strategies at: <a target="_new" href="http://seo-strategies.blogspot.com">http://seo-strategies.blogspot.com</a> Personal Blog: <a target="_new" href="http://scottfish.blogspot.com">http://scottfish.blogspot.com</a>

Do You Want a Paycheck or a Passion? 10 Qualities Managers are Looking for in Hiring You

Based upon my research of over 300 managers in the last two years, I have found what qualities are most important to hiring managers.

You will be in a more competitive advantage if you do a self-assessment to determine if you possess these qualities. If you lack some of these qualities, find a career coach and turn your liability into an asset for any organization.

The following are the top ten qualities hiring managers seek. They are not in any particular order.

? Personality

Making people feel comfortable when you meet them goes a long way in establishing a business and personal relationship. A smile and a warm greeting in any situation pays big dividends. Always ask about the other person. It makes them feel that you sincerely care about them.

? Verbal and Written Communication

Being concise but specific in your communication is very important to anyone in this day of high tech communication. Many times the human factor of thoughtfulness and consideration is abandoned in the technology. A key formula in both written and verbal communication is: Tell'em What You Are Going To Tell'em, Tell'em, and Tell'em What You Told 'Em.

? Team Player

Being a team player simply means that one not only does his or her job, but also is honestly willing to support their peers. If another department or group is in need of help, volunteer yourself. Remember, top management really knows who is a team player and who is not. Just keep in mind that there is always an extra set of eyes watching you.

? Listening Skills

Have you ever noticed that when you go to a fast food place and you tell them that your order is to go and they ask you, &quot;Is this to go&quot;? How does that make you feel? Right, they are not listening. Listen thoroughly before you speak. That means listen to what's not being said. Then ask open-ended questions, who, what, when, where, why and how to show the other person that you really are listening and that you do care about them.

? Attitude

We can train people on how to do a job, but we can't train attitude. Managers look for a positive and sincere attitude when thinking about promoting someone. Always have something positive to say about your company, department and peers. If you don't have something positive to say about them, don't say anything. If asked, be truthful with diplomacy. Remember, attitude is everything.

? Enthusiasm

Enthusiastic people seem to radiate confidence and leadership qualities. Think about what you are most enthusiastic about at work and share your enthusiasm with others. It is catching.

? Goal Setting

One of the many traits top executive men and women possess is goal setting. They write their goals and read them every day. They make their goals specific, measurable, attainable, realistic and they put a timeline on each one. Be prepared when one day your boss will ask you what are your goals? Write them down and carry them with you daily. Share your goals with a trusted friend of manager. During your performance review, be prepared when your boss ask you what your goals are.

? A Sense of Humor

Adding harmless humor to the workplace takes a lot of stress away from the pressures of our daily activities. Life is too short to take seriously. Take your job seriously but not yourself by using your sense of humor.

? Professional Appearance

The image we project will determine how others judge us. From our economic heritage to our economic status, our educational heritage to our educational status, our level of sophistication to our income levels we are judged by our appearance. Observe how your senior management projects their image. Take some clues and do the same.

? Life-Long Learning

Another common trait top executive men and women share is their quest for knowledge about a variety of subjects. They read about many things that cause them to be creative and knowledgeable. Their attitude is that once they stop learning how to become better at what they do as a person or as a professional, they might as well retire. Show your managers that you are willing and excited about learning. Attend your company's training sessions, establish an executive book club in your department and come up with creative ideas to increase the success of your department and company.

Ryan James (R.J.) Lancaster is the president of the Education & Learning Institute, a research, seminar and publishing company. He helps organizations and individuals think differently to ensure their success. He is also a professional speaker and author of E-books. Two of his E-books are: Nice People Do Finish 1st and Great Leaders Make Great Teachers.

Contact information: (602) 274-4609 Email: <a href="mailto:rlancaster5@cox.net">rlancaster5@cox.net</a> Website: <a target="_new" href="http://www.rjlancaster.com">http://www.rjlancaster.com</a>

30 Tips for Keeping Meeting Expenses to a Minimum

Money makes the world go 'round. And when it comes to meeting planning, money can probably get you whatever you want. However, few event planners have the luxury of an unlimited budget. Your boss may like to drink champagne on a beer budget. In other words, caution you to spend less, but expect miracles at the same time.

Preparing and managing a realistic budget is serious business, but to score &quot;big boss&quot; points you also need to be a savvy negotiator and cost-cutting aficionado. To help you on your way, here are 30 tips in a variety of different areas to keep your meeting expenses at a minimum without losing quality you strive for.

1. Keep your budget flexible. Be prepared to build in a contingency of 10 percent into your total budget to take care of any unexpected expenses and emergencies. Unforeseen or overlooked costs such as, overtime, overnight mailings, phone and computer hookups or speaker substitutions could skyrocket your budget.

2. Check all invoices. Question anything on your invoices that doesn't compute against the written quotation. Scrutinize your hotel/facility and food and beverage invoices while on-site. Ironing out discrepancies in person is much easier than over the phone.

3. Limit authorization. Only a select few should have the authority to charge items to your master account at the hotel. Make sure hotel has a list of these people, and refuse to pay for charges signed by unauthorized personnel.

4. Review accounts daily. To avoid any major surprises or heart failures when you see the final bill, review your accounts with the facility on a daily basis. It's easier to spot errors or make necessary changes if costs are escalating in certain areas.

5. Schedule during low-usage times. If you have the flexibility, consider scheduling your meetings during low seasons or days of the week when the facility is less busy. Booking near holidays such as Easter, Memorial Day, and Labor Day might definitely be to your advantageous.

6. Ask for the best rates. Do your research. Check out the rack rates, corporate rates, AAA discounts and so on, and compare them to the group rates you're being offered. Call the toll-free reservation desk for information.

7. Confirm and reconfirm your dates and event details. Overlooking a detail may cost you big bucks.

8. Request a discount for on-site payments. When the facility doesn't have to wait for payment because you arrange to pay immediately after the event or as the meeting is ending, they may well be open to a discount for prompt payment.

9. Be conservative with room blocks. With more and more guests using discounted hotel sites for room bookings, attrition on unused rooms can get very expensive.

10. Negotiate comp rooms. As part of your discussions with hotel management, negotiate comp or discounted rooms for speakers, staffs and or upgrades for VIPs.

11. Understand your cancellation clause. Don't sign anything you're not completely happy with. Be certain that your cancellation clause is reciprocal, so that both parties get the option to back out of the contract before a specified date, in case of any changes to the original agreement.

12. Negotiate set prices. To help with your budgeting, arrange to pay a specified amount on food and beverages during your entire event, rather than a rate per person, per function.

13. Consult a tax attorney. Investigate tax laws for your business location and the event location. You may be eligible for tax breaks that you're not claiming.

14. Keep room setup simple. Wherever possible use theater style (where only chairs are used) as it is less labor-intensive than classroom-style (which includes both table and chairs), thus lowering setup costs. Also, plan to keep setups the same from day to day.

15. Check into other groups. Find out about groups holding their meeting prior to and after yours and discuss staging needs. You may find that you can save on setup and teardown if you all have the same or very similar requirements.

16. Investigate sponsorship opportunities. Find sponsors to cover as many of your program expenses as possible, especially speaker fees, audiovisual equipment, and special meal functions.

17. Investigate grants. Although it might be a time-consuming exercise, you might look into specific federal, state, local or corporate grants that might be available for holding your meeting.

18. Use industry experts. To save on speaker expenses, consider using industry experts whose companies often pay expenses. Alternatively, use local speakers where appropriate to save on travel expenses. However, check how good they are before hiring them. You may end up with a dud!

19. Avoid renting unnecessary equipment. Double check speaker needs for audiovisual equipment to avoid renting unnecessary items.

20. Keep signage simple and reusable. Consider investing in a laminating machine to make your own signs.

21. Discuss economical audiovisual setups. Limit the number of microphones needed. Check if the hotel supplies a complimentary microphone in each meeting room. Skirt a cocktail table instead of renting special carts for A/V equipment.

22. Use outside suppliers. Look outside the hotel for possible audiovisual suppliers whose prices may be more competitive than those in-house. However, the hotel may match the other supplier's prices if asked.

23. Save on transportation. Use airport shuttles instead of taxis. If you have a sizeable group attending your event, negotiate special discounts with the shuttle bus company. Alternatively, check if the local taxicab company can provide discount coupons.

24. Arrange for one room. For smaller committee meetings that may be held during a larger conference arrange for a buffet luncheon to be held in the same room as the meeting to save on having to rent a separate room.

25. Negotiate food. Negotiate paying for food based on consumption. You can then return food without having to pay for it.

26. Minimize portions. Sever mini-Danishes, muffins and doughnuts, or cut larger servings in half. Many people (especially women and dieters) only want half to start with. Alternatively, serve a continental breakfast instead of a full breakfast buffet.

27. Opt for fewer choices. When it comes to hors d'oeuvres, go for fewer choices in larger quantities rather than a large selection in smaller quantities. And, remember to avoid the shrimp. People inhale it. There's never enough!!!

28. Check for dead stock. Check if the hotel has dead stock wine available (such as wine that in no longer on the wine list). You may be able to negotiate a great price for some really good quality wine.

29. Store opened bottles. Find out if the hotel can store opened bottles of liquor from one reception and us them another reception during the same conference.

30. Open bottles as needed. As the banquet captain to open wine bottles only as needed. You pay for every bottle that's been uncorked.

Bonus tip: Avoid salty foods during receptions as it encourages people to drink more.

About The Author

Written by Susan A. Friedmann,CSP, The Tradeshow Coach, Lake Placid, NY, author: &quot;Meeting & Event Planning for Dummies,&quot; working with companies to improve their meeting and event success through coaching, consulting and training. Go to <a href="http://www.thetradeshowcoach.com" target="_new">http://www.thetradeshowcoach.com</a> to sign up for a free copy of ExhibitSmart Tips of the Week.

<a href="mailto:info@thetradeshowcoach.com">info@thetradeshowcoach.com</a>

วันพุธที่ 28 มกราคม พ.ศ. 2552

How To Make An Inflexible Bureaucrat See You As A Person

Inflexible Bureaucrats Are Characterized by:

1. Cares little about your happiness in life
2. Sees people as numbers rather than faces
3. Pushed for time
4. Handles each person the same i.e. scripted procedure
5. Hides behind policies and rules
6. Cannot look outside of the box
7. May have trouble remembering who you are due to a large volume of contacts
8. May not want to reveal anything about their interests

Description

The bureaucrat is the grunt of an organization, originally meant for government institutions, but has been broadened to encompass any large organization or company. Bureaucrats include customer service representatives, insurance claims filers, civil servants, social workers, airport employees etc. The bureaucrat typically views his clients as numbers rather than faces and is usually overworked and underpaid and underappreciated. Because of the large volume of contacts that the bureaucrat handles on any given day, they often forget who they are dealing with and you become just another number.

How To Deal With The Bureaucrat

1. Be polite and respectful of their position. Too often, the first things out of a customer's mouth is some type of accusatory complain such as, &quot;You people screwed up again.&quot; While your anger might be justified, remember that the bureaucrat might not know who you are and will be less inclined to help you if you are verbally abusive towards them.

2. Make sure that they have the authority to negotiate. Make sure you don't waste your time dealing with someone who does not have the authority to negotiate with you. For example, if I was at a restaurant and wanted to order a dessert from the menu, then I would ask for a waiter or a waitress to help me rather than going to the chef or dishwasher. On the same note, make sure you don't automatically demand to speak to their superior because the subordinate will perceive that as a threat and react defensively against your favor. Also, their boss does not usually have the sufficient background information necessary to make a decision on your particular situation and many supervisors do not like overruling the decisions of their subordinates. They are more interested in the level of service that the subordinate provided you with because their expertise is in management.

3. Make sure that they fully understand your situation. Explain your situation in detail and make sure that they understand the problem you are facing before moving on to solutions. The bureaucrat needs to have a firm understanding of your problem in order for them to feel comfortable helping you with anything, so ask them rhetorical questions like, &quot;Do you understand?&quot; &quot;Do you see where I'm coming from?&quot; &quot;Do you have any questions?&quot;

4. Acknowledge their expertise and ask for help. Treat the bureaucrat as an expert in their subject and ask them for advice. Bureaucrats constantly get verbally attacked everyday about being ignorant or not knowing enough, so make yourself stand out and treat them like they had a PhD in their subject. This type of ego-stroking will persuade them to come up with options that you might not have thought of before.

5. Discuss the spirit versus the letter of the law or policy. Often to prove their point, bureaucrats will open up a 900 page company bible or law book and quote to you section, chapter, paragraph, and line of the company policy on why they can't help you. As with any law or policy, there is some leeway for interpretation. There is the letter of the law-the specific words in that policy or law that dictate enforcement, and there is the spirit of the law-the specific intent of the authors who wrote that law or policy. You might want to point out that the policy is good and purposeful, but it does not apply in your case because of your situation does not conform to the original spirit of that law or policy.

6. Determine a fair standard. Discuss with them what is a fair standard for your particular situation. If you are calling them because of a product defect, then what is the fair standard of getting that replaced or refunded? Agree on what is an objective criteria to filter your options through.

7. Have your plan B ready. There is no formula for a 100% successful negotiation, but there is a formula for moving forward regardless of the outcome-and that is your plan B. Have your plan B fully developed and ready to go before dealing with a bureaucrat and you will not only have more confidence negotiating with them, but you will also be able to move forward regardless of the negotiating outcome.

About The Author

Tristan Loo is an experienced negotiator and an expert in conflict resolution. He uses his law enforcement experience to train others in the prinicples of defusing conflict and reaching agreements. Visit his website at <a target="_new" href="http://www.streetnegotiation.com">http://www.streetnegotiation.com</a> or e-mail him directly at <a href="mailto:tristan@streetnegotiation.com">tristan@streetnegotiation.com</a>

Neogtiation: How to be Right Without Making Other People Wrong

What exactly are we trying to accomplish by proving to others that we're right? We might win the argument but ultimately lose the relationship. Perhaps a better, deeper-rooted question is this: Why do we lose sight of success, of our big objective, when we feel challenged or intimidated?

When I prepare to negotiate, provide a service or turn my employees' talent into performance, I know deep down that if I make people feel valuable they will see my input as having value. But in that moment when they are just hands-down, across-the-board dead wrong, I sometimes can't stop myself from letting them know how incredibly wrong they are. When that happens, my ability to influence them vaporizes on the spot, and I'm left dealing with the response I created by making them wrong.

I think this is the most consistently counterproductive thing we do in business and, I suspect, in our personal lives too. It may be the foundation of communication breakdown. Maybe this behavior is so prevalent because it's part of human nature. Could we be natural born jerks? (Jerkdom ? nature or nurture?) If so, how do we overcome the urge to prove our point at the expense of our business or relationship?

Wynn Solutions studied thousands of top communicators and saw a common behavior among them: the practice of not making people wrong. We decided to find out how they did it.

We discovered that these top communicators lowered their expectations of other people's behavior before meeting with them face to face. It seemed to reduce the tendency to overreact in the heat of the moment. Also, they walked in the door with an agenda of not making the other person wrong and of looking for areas where the other person's knowledge was strong. So when that moment came ? when other people made their limited knowledge obvious ? top communicators were not so ready to pounce.

This approach may sound a bit condescending to some, but it sure beats dealing with communication issues you create for yourself by having to prove you're the smartest person in the room. It allows you to be right without making others feel wrong.

? Garrison Wynn,CSP 2005

Garrison Wynn is a nationally known speaker, trainer, and consultant. He is the president and founder of Wynn Solutions, specializing in building profitable business relationships.

888-833-2902
<a target="_new" href="http://www.wynnsolutions.com">http://www.wynnsolutions.com</a>

วันอังคารที่ 27 มกราคม พ.ศ. 2552

Making the Deal: Women as Negotiators

Negotiating is no game. It is not for the weak or the fragile. It takes assertiveness and someone who feels comfortable in the mano-a-mano world of business. Can women negotiate the deal as well as their male counterparts? Absolutely! In some cases, they may even do a better job. Women have a definite edge at the negotiating table because of their instincts and natural power of persuasion.

Women usually look for a win/win in negotiations. In Getting to Yes, the classic book on negotiation by the Harvard Negotiation Project, it was reported that the win/win strategy work best in negotiations. In order to avoid future resentments, all parties should come away feeling good about the resolution of a problem.

Traditionally, it is thought that whoever is on the other side in negotiations is the adversary. However, women tend to want to develop a relationship with the other person and take into account the needs and difficulties of both sides. Women also tend to collaborate and help one another if problems arise.

What traditional businesses have missed for far to long is the understanding that personal relationships, not the contract, profit margin, or delivery date is what give one the competitive edge. Historically, women have been seen as poor negotiators because they are influenced by the other party's situation. But if the truth were told women will more often than not work with their adversaries to reach a solution that is good for everyone involved.

Negotiating is a critical skill for all women aspiring to succeed in the business world. For those women who feel they are not good negotiators, they simply need to remember their natural talent of persuasion. Keep in mind even good negotiators will sometimes make mistakes. The key to avoiding these mistakes are: (1) attack the problem and not your adversary; (2) try to come up with several options; (3) never treat negotiations as a contest; (4) never threaten and (5) never give in to something that is contrary to what you believe is ethical.

The playing field for women in this arena has never been level. But women who have empowered themselves with the skills, knowledge, and confidence to negotiate at top levels have chosen a path that ultimately challenge the entrenched structures which have always hampered them. Women from childhood have been conditioned to be excellent negotiators. So ladies, do not be afraid to step up to table and negotiate with the big boys. Master the art of negotiating, use it with confidence, and the only limits to what you can achieve will be those placed upon yourself.

Ms. Lewis is President and CEO of The Deline Institute for Professional Development, a training organization which provides workshops and seminars geared toward businesswomen. Ms. Lewis is a native of New Orleans, Louisiana. She is an Adjunct Professor at National-Louis University, where she teaches Human Resource Management. Ms. Lewis has conducted training for the Federal government on Diversity, as well as EEO regulations and guidelines. Ms. Lewis is a certified trainer with the Professional Women Network, specializing in the area of Diversity with an emphasis in Women's Issues. Ms. Lewis is a member of the Professional Woman Network and Professional Woman Speakers Bureau; the National Association of Female Executives; The African American Federal Executive Association and Federally Employed Women. Ms. Lewis' knowledge of business and professionalism is supported by 21 years of work experience in the military and 18 years of continuous work experience as a civilian with the Federal government.

วันจันทร์ที่ 26 มกราคม พ.ศ. 2552

Win-Win Power Negotiating

Let's talk about win-win negotiating. Instead of trying to dominate the other person and trick him into doing things he wouldn't normally do, I believe that you should work with the other person to work out your problems and develop a solution with which both of you can win.

Your reaction to that may be, &quot;Roger, you obviously don't know much about my industry. I live in a dog-eat-dog world. The people with whom I negotiate don't take any prisoners. They eat their young. There's no such thing as win-win in my industry. When I'm selling I'm obviously trying to get the highest price I possibly can, and the buyer is obviously trying to get the lowest possible price. When I'm buying the reverse is true. How on Earth can we both win?&quot;

So, let's start out with the most important issue: What do we mean when we say win-win? Does it really mean that both sides win? Or does it mean that both sides lose equally so that it's fair? What if each side thinks that they won and the other side lost-would that be win-win? Before you dismiss that possibility think about it more. What if you're selling something and leave the negotiation thinking, &quot;I won. I would have dropped the price even more if the other person had been a better negotiator&quot;? However the other person is thinking that she won and that she would have paid more if you had been a better negotiator. So both of you think that you won and the other person lost. Is that win-win? Yes, I believe it is, as long as it's a permanent feeling. As long as neither of you wakes up tomorrow morning thinking, &quot;Son of a gun, now I know what he did to me. Wait until I see him again.&quot;

That's why I stress doing the things that service the perception that the other side won, such as:

Don't jump at the first offer.

Ask for more than you expect to get.

Flinch at the other side's proposals.

Avoid confrontation.

Play Reluctant Buyer or Reluctant Seller.

Use the Vise gambit: You'll have to do better than that.

Use Higher Authority and Good Guy/Bad Guy to make them think you're on their side.

Never offer to split the difference.

Set aside impasse issues.

Always ask for a trade-off and never make a concession without a reciprocal concession.

Taper down your concessions.

Position the other side for easy acceptance.

Besides constantly servicing the perceptions that the other side won, observe these four fundamental rules:

Rule one of win-win negotiating: Don't narrow it down to just one issue

The first thing to learn is this: Don't narrow the negotiation down to just one issue. If, for example, you resolve all the other issues and the only thing left to negotiate is price, somebody does have to win and somebody does have to lose. As long as you keep more than one issue on the table, you can always work trade-offs so that the other person doesn't mind conceding on price because you are able to offer something in return.

Sometimes buyers try to treat your product as a commodity by saying, &quot;We buy this stuff by the ton. As long as it meets our specifications we don't mind who made it or where it comes from.&quot; They are trying to treat this as a one issue negotiation to persuade you that the only way you can make a meaningful concession is to lower your price. When that's the case you should do everything possible to put other issues, such as delivery, terms, packaging, and guarantees onto the table so that you can use these items for trade-offs and get away from the perception that this is a one-issue negotiation.

At a seminar, a commercial real estate sales person came up to me. He was excited because he'd almost completed negotiating a contract for a very large commercial building. &quot;We've been working on it now for over a year,&quot; he said. &quot;And we've almost got it resolved. In fact, we've resolved everything except price, and we're only $72,000 apart.&quot; I flinched because I knew that now that he'd narrowed it down to one issue, then there had to be a winner and there had to be a loser. However close they may be, they were probably heading for trouble. In a one-issue negotiation, you should add other elements so that you can trade them off later and appear to be making concessions.

So if you find yourself deadlocked with a one-issue negotiation, you should try adding other issues into the mix. Fortunately, usually many more elements than just the one main issue are important in negotiations. The art of win-win negotiating is to piece together those elements like putting together a jigsaw puzzle so that both people can win. Rule one is, don't narrow the negotiations down to just one issue. While we may resolve impasses by finding a common ground on small issues to keep the negotiation moving, you should never narrow it down to one issue.

Rule two of win-win negotiating: People are not out for the same thing

Rule number two that makes you a win-win negotiator is the understanding that people are not out for the same thing. We all have an overriding tendency to assume that other people want what we want, and because of this we believe that what's important to us will be important to them. But that's not true.

The biggest trap into which neophyte negotiators fall is assuming that price is the dominant issue in a negotiation. Many other elements, other than price, that are important to the other person.

You must convince her of the quality of your product or service. He needs to know that you will deliver on time.

She wants to know that you will give adequate management supervision to their account. How flexible are you on payment terms?

Does your company have the financial strength to be a partner of theirs?

Do you have the support of a well-trained and motivated work force?

These all come into play, along with half-a-dozen other factors. When you have satisfied the other person that you can meet all those requirements, then, and only then, does price become a deciding factor. So, the second key to win-win negotiating is this: Don't assume that they want what you want. Because if you do, you further make the assumption that anything you do in the negotiations to help them get what they want helps them and hurts you.

Win-win negotiating can come about only when you understand that people don't want the same things in the negotiation. So Power Negotiating becomes not just a matter of getting what you want, but also being concerned about the other person getting what he or she wants. One of the most powerful thoughts you can have when you're negotiating with someone is not: &quot;What can I get from them?&quot; but &quot;What can I give them that won't take away from my position?&quot; Because when you give people what they want, they will give you what you want in a negotiation.

Rule three of win-win negotiating: Don't try to get the last dollar off the table

The third key to win-win negotiating is this: Don't be too greedy. Don't try to get the last dollar off the table. You may feel that you triumphed, but does that help you if the other person felt that you vanquished him? That last dollar left on the table is a very expensive dollar to pick up. A man who attended my seminar in Tucson told me that he was able to buy the company that he owned because the other potential buyer made that mistake. The other person had negotiated hard and pushed the seller to the brink of frustration. As a final Nibble, the buyer said, &quot;You are going to put new tires on that pickup truck before you transfer title aren't you?&quot;

That straw broke the proverbial camel's back. The owner reacted angrily, refused to sell his company to him, and instead sold it to the man at my seminar.

So, don't try to get it all, but leave something on the table so that the other person feels that she won also.

Rule four of win-win negotiating: Put something back on the table The fourth key to win-win negotiating is this: Put something back on the table when the negotiation is over. I don't mean by telling them that you'll give them a discount over and above what they negotiated. I mean do something more than you promised to do. Give them a little extra service. Care about them a little more than you have to. Then you'll find that the little extra for which they didn't have to negotiate means more to them that everything for which they did have to negotiate.

Now let me recap what I believe about win-win negotiating:

People have different personality styles, and because of this, they negotiate differently. You must understand your personality style, and, if it's different from the other person, you must adapt your style of negotiating to theirs.

The different styles mean that in a negotiation, different people have different goals, relationships, styles, faults, and different methods of getting what they want.

Winning is a perception, and by constantly servicing the perception that the other person is winning you can convince him that he has won without having to make any concessions to him.

Don't narrow the negotiation down to just one issue.

Don't assume that helping the other person get what he wants takes away from your position. You're not out for the same thing. Poor negotiators try to force the other person to get off the positions that they've taken. Power negotiators know that even when positions are 180 degrees apart the interests of both sides can be identical, so they work to get people off their positions and concentrating on their interests.

Don't be greedy. Don't try to get the last dollar off the table. Put something back on the table. Do more than they bargained for.

Roger Dawson<Br> Founder of the Power Negotiating Institute<Br> 800-932-9766<Br> <a href="mailto:RogDawson@aol.com">RogDawson@aol.com</a><Br> <a target="_new" href="http://www.rdawson.com">http://www.rdawson.com</a>

The Most Powerful Persuasion Skill Youll Ever Learn

Criteria Elicitation

This is without a doubt the most important persuasion skill that you can learn. If you'll learn to apply this to every situation in which you find yourself you'll be amazed at the positive results! Many of the hypnotic skills I'll be sharing with you have a parallel in old sales training techniques. This one is no exception! Lets say that you are needing to convince someone to do something, accept something, or behave in a certain way. You will need to communicate with their powerful subconscious to get your desired agreement. Once a person's subconscious &quot;buys in&quot; to what you are proposing they will just naturally seem to come over to your way of thinking. The question then becomes &quot;how do I get my message to the person's subconscious?&quot; Here's your answer-elicit their true criteria. Simply put, ask. Try this one SALESMAN John what's important to you when shopping for a new car? JOHN Well I like to know that the person I'm dealing with is honest.&quot; SALESMAN Yes honesty is the best policy. What else is valuable to you when you are making the decision about a car? JOHN I like to know the car has a high reliability rating from Consumer Reports SALESMAN an unreliable car is not an acceptable situation. What else is important john? JOHN I want to know that I got a really good price.

In the above can you put John's criteria in order of importance? If you chose 3, 2, 1 you were right! Our hypnotically trained sales man knew to ask at least three times what was really important or valuable. He agreed and parroted each answer so that John's SC would react to him as a friend (rapport) John's SC would give increasingly important info each time he was asked what's important. So our salesman needs to focus on showing John that he is getting a good price on a reliable car from a trusted advisor. When you need to convince someone first you should establish rapport. The easiest way to do that is to ask some questions about things important to that person. Some people go after rapport by starting with stuff like &quot;how do you like this weather?&quot; A great way to establish rapport is to share some detail from your own life first. &quot;John you should have been with me last week at the golf range! I was hitting them long and straight! Or &quot;my daughter just got the lead in the school play!&quot; People usually respond with instant liking for you when you share a detail from your life. Once you have conversed for awhile (small talk?) then you can get to the elicitation stage. &quot;Boss-what's important to you about how my sales job is performed?&quot; What else? What else?

Surveys are formalized attempts at criteria elicitation.

Once you know someone's criteria then you have the roadmap to structure your persuasion attempts. By focusing on their criteria you will be seen as perceptive, insightful and caring! &quot;Honey what's valuable to you in a relationship&quot; What else? What else?

Structure your communication to take advantage of the criteria that you have elicited and you'll always come out a winner!

Any Questions?

About The Author

John M. Satterfield is a certified hypnotherapist and the marketing director for a small chain of nursing homes in North Central Arkansas. He is married and lives in a home in the woods with his wife and his &quot;little blond psychiatrist&quot; the cocker Spaniel Sir Lancelot His web site is <a href="http://www.Hypnosisucanuse.com" target="_new">www.Hypnosisucanuse.com</a> You can sign up for his free ezine called Hypnosis You Can Use at <a href="mailto:hypnosisucanuse@getresponse.com">hypnosisucanuse@getresponse.com</a>

<a href="mailto:hypnosispower@yahoo.com">hypnosispower@yahoo.com</a>

Negotiations: The Art, Science, & Sport of Online Deals

Negotiations can seem as complex as physics, and in fact, people go to college to study the science of negotiating just as they would the laws of nature. At the same time, negotiation is like an ancient art form, some sort of Zen mental jujitsu. When neither the Zen nor the science works, though, no one wins.

Just ask any hockey fan out there. The recent lockout and cancellation of the 2004-2005 NHL season is a perfect example of poor negotiating. Both the players' union and the league owners broke all of the rules when it came to brokering an agreement on player contracts. The result are hockey rinks across North America that are so quiet that you can hear a pin drop-unfortunately, not a puck. In dollar terms, professional hockey is missing out on television contracts, advertising fees, and tons of ticket sales.

Of course, you won't lose billions in revenue if you fail at the latest negotiation at your favorite online classified or auction site. But you could let a treasure slip through your fingers. Success in deal making, on the other hand, could land you that rookie Bobby Orr card, signed Stanley Cup puck, or whatever other fantastic item you're bidding on.

Plus, proper negotiations and compromise can ensure that you get the item for its fair value, including a good price on shipping and taxes. This increases the profitability of the trade for both you and the seller. The deal gets closed without nasty disputes, blow-ups, or hip checks. And both of you are left to do business again in the future.

To score all of these benefits, and avoid your own mini lockout, follow these simple tips on negotiating that will net results at online classified sites. As you'll see, victory isn't so much an exact science or a mystic sixth sense. It's more about simple know-how and common sense.

Warm up. Don't jump into a negotiation cold. Before you even face off with your opponent, figure out for yourself what would count as a victory. What do you exactly want out of the trade-and at what price?

Consider a truce. It may not even be worth dropping the puck at all. In other words, negotiations, like hockey games, can end in a loss for the home team, you. So weigh this risk before you start. If the item at hand is a dream buy, you may not want to endanger your purchase with a drawn-out negotiation.

Know when to pass. On the other hand, if the item is far from dreamy-and you're pretty sure something better may come along later-you could pass on negotiations. Or go for the score. Offer a lowball price. If you win, you won't be out too much, and if you lose, it won't leave a mark either. But be certain if you play this game. You could miss this opportunity without a guarantee of future prospects.

Know your enemy. Coaches and players spend hours before games watching films of their impending competition to study their tendencies. You need to take the same approach when it comes to making a deal. Try to read your opponent's mind. What is his or her goals in the negotiation? Does he or she have any strengths that they can use against you? Are there any weaknesses that you can use against them?

Spot all of your passing lanes. During your research, you may find that this particular vendor isn't the only one in the game with what you're looking for. Using these other vendors, and their prices, to your advantage can help you skate circles around your competitor.

Practice before you play. Also, research the item before you make a play on it. This knowledge, such as the going price and quality markers, can work as leverage during the negotiating, too.

Translate thought into action. Your strategy can become more complicated and unpredictable-and effective-once you're in the heat of battle. Just remember to think on your feet and remember all that you learned in your &quot;training.&quot; For instance, if you know that the vendor has other items for sale besides your target, agree easily to one of these other purchases. Go for the easy one first. That will lure them into trusting you and giving you an easy pass on future, and more important, deals.

When it comes down to it, negotiation is all about this kind of give and take. It works out best when both parties get what they want out of the deal, without feeling ripped off as if they gave too much for too little.

That brings you to the one &quot;don't&quot; of negotiating. Don't fear a standoff. They are part of the art and science of trading, so don't be tempted to cave in just to break the deadlock. Instead, let your opponent make the first move. They will. They want to close the deal, too, don't forget. You both will be better off for this in the long run. And you won't end up like the NHL, the No Hockey League.

Donald Lee is the public relations manager for Buysellcommunity.com. Buysellcommunity provides free classified listing services for individuals and businesses to market their products and services online. For global and localized classifieds, please visit <a target="_new" href="http://www.buysellcommunity.com">http://www.buysellcommunity.com</a> - Free Buy & Sell Classifieds

วันอาทิตย์ที่ 25 มกราคม พ.ศ. 2552

Where to FIND the BEST Employees --

Obviously, you might logically say, &quot;that is good!&quot; You would most certainly be on track feeling good about everyone in your area having a job. Getting everyone working and being more self-sufficient is our logical goal.

WHAT IS FULL EMPLOYMENT?

For many years, the marketplace has considered 4% to be reaching a full-employment level. Very few employee choices are available. Many in the 4% (unemployed) group have little or no talent to offer. No basic valuable marketable skills. Most of these unemployed persons have a very poor work history. Not all, but a large majority have a limited education at best.

OUTSOURCING and DOWNSIZING

News continues to flow regarding outsourcing by major employers in almost every industry. Jobs are moved to an &quot;outside&quot; service for economic reasons. Many employers cut their workforce to meet PROFIT expectations for the quarter. Good decision? Not the issue when the level of profit is deteriorating and action is imperative.

Big Banks along with the Utilities and other large employers are challenged to meet stockholder demands for PROFIT. &quot;Cut the staff&quot; seems to be a Boardroom edict.

OUT OF THE COUNTRY

Textile industries are faced with layoffs when jobs leave the country for cheaper labor costs. There is NO choice for those who no longer have the orders to fill.

Companies are faced with NO price increases in many industries, including the service sector. Wages are challenged along with benefits for the employee.

You'll find many x-employees with 20 plus years of service. Loyalty was great. Many have worked for years beyond the call of duty. Dedicated to his/her job. Dependable. Trustworthy. Terminated!

MAJOR PROBLEM

Skills and talent are one-dimensional. No chance of finding a new job in the same industry. Non-transferable skills. It becomes a &quot;start over&quot; challenge for the x-employee.

Another problem is the wage level after 20 years or even fewer years with the same employer or industry. Instead of a 10% raise the &quot;new&quot; employee may end up with a 50% decrease to the beginners' salary scale and often without any benefits.

SOURCES TO CONSIDER

Being objective is challenging after 32 years in the personnel business. However, my suggestions come from a good base of background experiences in hiring thousands of &quot;staffers&quot; for a wide and diverse client base.

Just for the record, I'll include some other sources where good employees can be recruited. You have to GO BEYOND the old methods and expand your horizons in today's' marketplace.

YOUR EMPLOYEES (best source for many firms)

Business Associates [networking]
Civic Organizations ~ Technical Colleges ~
Community Colleges ~ Business Colleges ~
Universities ~ Churches
Temporary Help Services [Staffing]
Personnel Agencies [Recruiters]

Where is YOUR next 'good' employee? None of us know until every base is covered. Your first try may be good enough. Other times it may take 15 searches and interviews before you find the skill and talent required.

A major benefit to YOU in using a Staffing [Temporary Help] Service and/or a reputable Personnel Agency (some do both) is that recruiting, interviewing, and testing is an EVERYDAY activity.

EXPENSE Vs INVESTMENT THEORY

Hiring employees is an INVESTMENT in the future of YOUR business. Not an expense! Pro-rate the FEES for professional services over 12/24 months. Your weekly or monthly cost is nominal for the return benefit of a QUALITY hiring decision.

One final thought. Involve YOUR staff in the hiring decision of your future employees. Share the interview process and get input from those on the &quot;firing&quot; line. A good business practice to follow.

Don Monteith spent 32 years in the Staffing Business. His firm placed thousands of job candidates in their dream job. Today, he shares his expertise. Learn more by visiting his website at: <a target="_new" href="http://www.HowToGetYourDreamJob.com">http://www.HowToGetYourDreamJob.com</a>

How Barter Can Help Your Business Online or Offline

How Barter Can Help Your Business

Barter trade is a powerful instrument that represents a solution for companies with available stock or services. By accepting payment in trade money instead of cash, a business maximizes their efficiency by increasing stock turnover or billable hours. Using the trade currency earned, that company can pay for goods or services they want, without paying cash.

1. Barter Generates New Clientele:

Allowing you to increase your market and preserve your cash paying customers. This is incremental business ? clients who bypass rival businesses to do business with you.

2. Barter Moves Surplus Stock:

Retailers must keep their stock moving. Barter will bring you buyers to move surplus stock, eliminating the advertising costs and weighty discounting otherwise needed to achieve this.

3. Barter Conserves Cash and Increases Profits:

Bartering creates new clients because buyers are encouraged to pay with their products or services to save cash. e.g, if you had to buy a photocopier for ?1500, what would you rather do? Write a cheque or pay with an equal amount of your product or service at its normal selling price to a new customer? Most businesses prefer to trade and preserve cash.

5. Networking Expands Your Customer Base:

Barter customers will bring you all of the cash referrals that your present clients bring. You will gain new cash paying customers too - as long as you give your barter customers the same great services and pricing as you offer everyone else.

6. Increase Productivity by Filling Downtime and Unused Capacity:

Service Business: Increase billable hours! If you are not at 100% capacity twelve months a year and can handle new customers, you fill your idle time with new business opportunities. Now you will have trade currency to purchase what you need.

I have started a online community forum that is specifically for people want to start Bartering or even for people who Barter already view the site here http://www.barterwise.com.

The Barter system is a fantastic opportunity for people to gain what they want by offering what is some surplus stock or some time.

Edward Green
<a target="_new" href="http://www.barterwise.com">http://www.barterwise.com</a>
Barterwise is bringing people together that have something to offer for products or services. Why not join today.

วันเสาร์ที่ 24 มกราคม พ.ศ. 2552

Writing an RFP (Request for Proposal)

A while back, a potential client provided me with some general details of the writing work he wanted me to do for his company. Then he asked me to send him a proposal.
Proposal?! I panicked as I tried to confirm with him what he meant by that since I had never done one before, at least not as a freelancer.

I must've not really wanted to pursue this opportunity since I didn't bother to do research or follow up with the company after submitting a contract instead of a proposal. A little time passed, I came across an article on writing RFPs (Request for Proposal). Ding! The light bulb went on. This guy verbally gave me his RFP and wanted a written response.

When a company needs a project to be completed by a contractor or outside source, they write a RFP. This is a formal document describing the project, how the contract companies should respond, how the proposals will be reviewed, and contact information. Often, the company documents the submission guidelines to make it easier for them to compare responses. There are no specific standards or guidelines for creating the RFP, but government agencies usually strict standards they follow when conducting the proposal process.

Outside companies read the RFP and write a proposal (a bid) explaining how they can best provide and meet those needs. When writing the proposal, the company should closely follow the guidelines established in the RFP to avoid being removed from consideration for the potential project.

A typical proposal contains:
<ul> <li> Executive summary - summary of the entire proposal</li> <li> Statement of need - why project is necessary</li> <li> Project description - How project will be implemented and evaluated</li> <li>Organization information</li> <li>Project schedule</li> <li>Budget</li> <li>Conclusion</li> </ul>
My situation was an informal version of all this. The client gave me a high level overview of what I might do for him. If I knew then what I know now, I would've written up a description of the client's needs and how I would complete the work in meeting those needs.

Small businesses would likely do a proposal in between the one I got and the complex government required ones. Most small businesses will be prompted to write a proposal when approaching a client. The client may ask you to submit a proposal outlining what you can do for them. In this case, write a proposal including the elements of a typical proposal and keep it short and to the point especially if the client is not a large company.

There are examples of RFPs and responses peppered throughout the Web, but which one you can learn from depends on the type of work involved. A proposal can be two pages or as big as a book. Rely on your favorite search engine and do the research to create an unbeatable proposal.

Meryl K. Evans, Content Maven, is Editor-in-Chief of eNewsletter Journal and The Remediator Security Digest. She's a slave to a MarketingProfs weekly column and a Web design reference guide at InformIT. She is the author of the popular e-report, How to Start a Business Blog and Build Traffic. Visit her site at <a target="_new" href="http://www.meryl.net/blog/">http://www.meryl.net/blog/</a> for free newsletters, articles, and tips.

Cross Cultural Negotiations

Cross cultural negotiation is one of many specialized areas within the wider field of cross cultural communications. By taking cross cultural negotiation training, negotiators and sales personnel give themselves an advantage over competitors.

There is an argument that proposes that culture is inconsequential to cross cultural negotiation. It maintains that as long as a proposal is financially attractive it will succeed. However, this is a na?ve way of approaching international business.

Let us look at a brief example of how cross cultural negotiation training can benefit the international business person:

There are two negotiators dealing with the same potential client in the Middle East. Both have identical proposals and packages. One ignores the importance of cross cultural negotiation training believing the proposal will speak for itself. The other undertakes some cross cultural training. He/she learns about the culture, values, beliefs, etiquette and approaches to business, meetings and negotiations. Nine times out of ten the latter will succeed over the rival.

This is because 1) it is likely they would have endeared themselves more to the host negotiation team and 2) they would be able to tailor their approach to the negotiations in a way that maximises the potential of a positive outcome.

Cross cultural negotiations is about more than just how foreigners close deals. It involves looking at all factors that can influence the proceedings. By way of highlighting this, a few brief examples of topics covered in cross cultural negotiation training shall be offered.

Eye Contact : In the US, UK and much of northern Europe, strong, direct eye contact conveys confidence and sincerity. In South America it is a sign of trustworthiness. However, in some cultures such as the Japanese, prolonged eye contact is considered rude and is generally avoided.

Personal Space & Touch: In Europe and North America, business people will usually leave a certain amount of distance between themselves when interacting. Touching only takes place between friends. In South America or the Middle East, business people are tactile and like to get up close. In Japan or China, it is not uncommon for people to leave a gap of four feet when conversing. Touching only takes place between close friends and family members.

Time: Western societies are very 'clock conscious'. Time is money and punctuality is crucial. This is also the case in countries such as Japan or China where being late would be taken as an insult. However, in South America, southern Europe and the Middle East, being on time for a meeting does not carry the same sense of urgency.

Meeting & Greeting: most international business people meet with a handshake. In some countries this is not appropriate between genders. Some may view a weak handshake as sign of weakness whereas others would perceive a firm handshake as aggressive. How should people be addressed? Is it by first name, surname or title? Is small talk part of the proceedings or not?

Gift-Giving: In Japan and China gift-giving is an integral part of business protocol however in the US or UK, it has negative connotations. Where gifts are exchanged should one give lavish gifts? Are they always reciprocated? Should they be wrapped? Are there numbers or colours that should be avoided?

All the above in one way or another will impact cross cultural negotiation and can only be learnt through cross cultural training. Doing or saying the wrong thing at the wrong time, poor communication and cross cultural misunderstandings can all have harmful consequences.

Cross cultural negotiation training builds its foundations upon understanding etiquettes and approaches to business abroad before focusing on cross cultural differences in negotiation styles and techniques.

There are three interconnected aspects that need to be considered before entering into cross cultural negotiation.

The Basis of the Relationship: in much of Europe and North America, business is contractual in nature. Personal relationships are seen as unhealthy as they can cloud objectivity and lead to complications. In South America and much of Asia, business is personal. Partnerships will only be made with those they know, trust and feel comfortable with. It is therefore necessary to invest in relationship building before conducting business.

Information at Negotiations: Western business culture places emphasis on clearly presented and rationally argued business proposals using statistics and facts. Other business cultures rely on similar information but with differences. For example, visual and oral communicators such as the South Americans may prefer information presented through speech or using maps, graphs and charts.

Negotiation Styles: the way in which we approach negotiation differs across cultures. For example, in the Middle East rather than approaching topics sequentially negotiators may discuss issues simultaneously.

South Americans can become quite vocal and animated. The Japanese will negotiate in teams and decisions will be based upon consensual agreement. In Asia, decisions are usually made by the most senior figure or head of a family. In China, negotiators are highly trained in the art of gaining concessions. In Germany, decisions can take a long time due to the need to analyse information and statistics in great depth. In the UK, pressure tactics and imposing deadlines are ways of closing deals whilst in Greece this would backfire.

Clearly there are many factors that need to be considered when approaching cross cultural negotiation. Through cross cultural negotiation training, business personnel are given the appropriate knowledge that can help them prepare their presentations and sales pitches effectively. By tailoring your behaviour and the way you approach the negotiation you will succeed in maximising your potential.

Neil Payne is Managing Director of Kwintessential. Visit their site at: <a target="_new" href="http://www.kwintessential.co.uk/cross-cultural/cross-cultural-awareness.html">http://www.kwintessential.co.uk/cross-cultural/cross-cultural-awareness.html</a>

วันศุกร์ที่ 23 มกราคม พ.ศ. 2552

Negotiating Technology Contracts

Have you ever tried to negotiate a deal for software, computer equipment, or consulting services with a technology company? The task can be daunting. Unfortunately, the sales forces of most IT companies are armed to the hilt with techniques to get the best deal for them, and not necessarily the best deal for you. And even worse, most of us computer folk (like myself) have never been trained in the art of negotiation, so it can be difficult to spot a snake in the grass. Before you begin negotiating a technology deal, know what you're getting in to.

Solicit, Don't Be Solicited

I receive at least three calls each day from technology vendors interested in selling something: hardware equipment, software tools, consulting services, etc. Usually, these calls are "cold". My name somehow landed on a telemarketing list in the hands of some vendor who is calling me out of the clear blue sky hoping that what they sell somehow matches what I need. You can waste hours on the phone letting some non-technical, script-reading, telemarketer or sales representative chew your ear off about their latest and greatest gizmo. Very rarely do these types of calls ever translate into a real business opportunity.

The most popular cold call opening is "Good morning. This is Joe from the XYZ software company. We offer break through whatever solutions to help you reduce your total cost of ownership for whatever. Let me ask you, are your responsible for managing your companies whatever investment?" I get so many of these calls that I can answer them in my sleep. Years ago, I used to engage in some level of discussion with these people and it always went nowhere. Unless you really think they've got something you might want to buy, cut them off immediately. And just like any telemarketer, they have a scripted response for anything. If you answer the above question with "No. I am not". The immediate response will be "Could you direct me to someone in the company that is responsible for whatever". If you hand out a name and number, you're just passing the buck to some other poor soul in your organization. My favorite response is "No. We don't respond to phone solicitations." Nine times out of ten, they will give up.

Sometimes, the cold caller will make another run at it and re-state their purpose or as they close the call, sneak in another sales pitch. "Yes sir. I understand. We offer something really great for your company and would love to send you a free trial version at absolutely no cost. Its free to try." You could be tempted to say "Free? Tell me more." Again, this type of response will just open up the sales speech flood gates and you will be wasting your time trying to get a word in edge-wise. Stick to your guns: "As I said. We don't respond to phone solicitations." is the proper response. If they make yet one more run at it, the final blow would be "Not sure if you're deaf, but I said we don't respond to phone solicitations. Tell me your name and transfer me to your supervisor." You will either hear apologies or a dial tone. Either way, you've just gotten yourself off of a call list and will never be bothered again.

If you're interested in buying something, you do the calling, not the other way around.

Put The Horse Before The Cart

Never begin looking for technology solutions without knowing what you're looking for. Know the business problem you're trying to solve. If you know you need a software package that automates statistical analysis, flush out a more detailed set of statistics requirements (types of model, sample sizes, etc.) before you begin to shop around. Usually, software products have bells and whistles that, although look cool, are not absolutely needed. Before you begin comparison shopping, define your basic technology and business requirements. Knowing what you really need will give you confidence and leverage in a negotiation.

Always Comparison Shop

No matter what, always evaluate multiple options. If you're looking for software, don't get excited and latch on to the first package that looks good. And certainly don't give a sales rep. the impression that you're overly interested in their solution. They will be less likely to move during a negotiation. The IT market is over abundant with hardware, software and services solutions. Probably, you will have many options to choose from. Be picky!

Create Your Game Plan

Before you begin negotiating a deal with any technology vendor, plan your negotiation carefully. I have included some general planning questions that you should answer in preparation for a negotiation. The questions I have listed below may not make sense for your negotiation, so feel free to modify them for the occasion. The point here is to prepare in advance. You don't want to figure out the answers to these types of questions in the middle of a negotiation as it may give an inch to the sales person. I would even recommend writing the questions and answers on a sheet of paper for reference.

(Price) How much do you think you should pay for this software or service? What is the market rate or street price? What are you prepared to spend? What is the highest price you would be willing to pay?

(Features) What key features and capabilities are you looking for? Force rank the features. What does the prioritized list look like? Of the features you need, categorize them into two categories: "must have" and "nice to have".

(Service Levels) Do you expect some level of performance from the equipment, software, or service? Are there up-time requirements? Do you need 24x7 technical support? Do you expect the vendor to incur a penalty if they don't perform up to your service levels?

(Trades) What is most important to you: price, features, or service level? Force rank these in order of importance. Would you be willing to trade items between categories? For example, would you be willing to give up a certain service level for a lower price?

(Suppliers) Which vendors offer something that you think could meet your needs? How long have these companies been in business? Are you doing business with them already? Do you have a good business relationship with them?

(Gravy) If you had your druthers, what extras would you like the vendor to throw in for free? Would you like training or extra manuals? Would you like special reporting?

You will probably have more questions in addition to the ones listed above. Take the time to write them down and create the answers. Once you have established your position, you will save a great deal of time evaluating your potential vendors and negotiations will be less painful.

Lead The Dance

When you are ready to face off with a vendor, do your best to drive the discussion. Get as much information about the vendor and their product and service before price enters into the discussion. Just like car buying, pick out your car (or choice of cars) before you negotiate a price. If you find that the discussion is prematurely heading toward pricing, bring the conversation back to understanding the product or service itself. If you're not ready to talk price, say something like "Right now, I am just evaluating your product (or service). Unless I think there's a real opportunity, I'm not prepared to negotiate price right now."

Pricing for hardware, software, and services follow very different models. Hardware prices are fairly standard unless the product is new. Usually, the mark-up on hardware is very small (1-15%). On the flip- side, the mark-up for software is huge (100%+). Software is priced based on value, not the cost to the vendor so you can usually negotiate software prices down substantially. Services are usually based on labor rates and are marked up based on the demand for those skills (15-50%).

When you are ready to discuss pricing, take the lead in the dance. Here are the steps to follow (in this order):

<li>Make the vendor throw out the first offer. Never be the first one to suggest a price. Although rare, you could hear the question "how much would you be willing to pay for our product?" A good response would be "As little as possible. What's your offer?" This response puts the ball firmly in the vendor's court. Remember, if you've done your planning, you really do have the answer to this question, but your job is get a price far below your maximum, so don't tell the vendor up front!

<li>Express concern. Never get excited about the first offer no matter what. If you're considering other alternatives, you may be able to get a better price. My favorite tactic is to say nothing and simply make a non-verbal expression of concern. Usually, the vendor will come back with either "but I'm sure we could sharpen our pencil", or "we could probably come down lower if that price is too high", or the ever popular "but we're willing to work with you". You may also be prodded with "You don't seem to like that price. I seem to be out of the ball park. What price would you be comfortable with?" Here's where the dance gets interesting.

<li>Make the vendor throw out the second offer. This can be difficult, but by making the vendor throw out more prices, you are lowering the ceiling of the negotiation going forward. If, in step 2, the vendor says "we could probably come down lower if that price is too high.", immediately respond with "How much could you come down?" or "It seems you didn't give me your best price to begin with. What's your best price?". Latch on to what a vendor is saying and keep asking questions. Stay on this step as long as possible and try and keep the vendor to continue to provide better pricing.

<li>Counter offer. Propose a different price than what's on the table. Be reasonable. If you've done your homework and checked the going price for the product or service, you know what the range is. If you throw out a price that you know is ridiculous, it will look like you don't know what you're doing. However, if you counter with a price that demonstrates that you've done your homework, the vendor will know you are serious. Justify for your counter offer. For example, you may want to reveal that you've done some market analysis by saying "I've researched the market a little and think my offer is more in line with market prices." Obviously, the vendor may disagree, but at least you're backing up your counter price.

<li>Trade. Unless you can land on a price outright, there will likely be gives and takes on both sides. Go back to your to plan and begin proposing trades. Always make trades that bring you little to no value but may be perceived as valuable by the vendor. This can be very difficult, but can pay huge dividends. Here is a perfect example. Let's say you want a service contract to outsource your help desk (technical support phone service). Let's say you really want the help desk to answer your calls within 1 minute (you've already figured out this requirement in your plan) but the vendor's first offer is to answer your calls within 30 seconds. Let's also assume that price is more important to you than having your calls answered 30 seconds faster (remember- the vendor doesn't know this). And let's say the offer on the table is $5 per call. A great trade proposal would be "Your price is too high for me. I can recognize that you need enough people to answer those calls within 30 seconds and that has value. I would be willing to sacrifice an extra 30 seconds on each call if you could bring your price down." If the vendor responds with a counter-offer, circle back to steps 4 and 5. Try and keep the counter offer / trade cycle going as long as possible.

<li>Nibble. Just as you and the vendor are about to agree to terms and everyone starts smiling and shaking hands, start asking for the gravy. Let's say you've just negotiated a software deal and you would really like some training. Just when you think the vendor believes the negotiation is at its very end, you could say "I am really glad we could work this out. I'm looking forward to using your software. One more thing- would you mind spending a couple days showing me how to use your product. A little training could be useful. Is that ok with you?" You run the risk of opening up the negotiation, but you stand a better chance of getting a few extras free of charge.

<li>Walk The Talk. If you've set your maximum price and you can't seem to negotiate what you want even with trades, walk away. Be firm and truly be prepared to walk away. Be blunt. "It seems we're not getting anywhere. I think I'll take my business elsewhere. Thanks for your time." Shutting the discussion down can sometimes break the log jam. If a vendor really thinks they're going to loose the business, they may suddenly move.

<li>Patience is a Virtue. Negotiations take time. Before you begin, know what your timeframe to make a decision is. Never act hurried or anxious. Come across to the vendor as relaxed and confident (but not cocky). The message you want to send to the vendor is "I've got all the time in the world."

<li>Never Lie. Although this happens in many negotiations, telling lies will hurt your reputation and could poison vendor relationships. I am not a proponent of outright fibbing. Be honest but don't give away your hand.

Follow these steps, and you will strike better deals and build confidence in your ability to negotiate. What I have left out in the steps above are standard questions that vendors love to ask. Let me leave you with these questions, their underlying motive, and what you should say. The trick is to always put the ball back in the vendor's court to better your position:

<ul><li>Question: "What's your budget for this project?"

Motive: Setting the price floor

Answer: "That's confidential. Why do you need to know that?"</li>

<li>Question: "What's most important to you? Price or service levels?"

Motive : Prioritizing your trades

Answer : "They're both important to me. I'm looking for the best package"</li>

<li>Question: "How soon do you need to make a decision?"

Motive: Setting the timeframe

Answer : "I will make a decision when I can get the overall best deal"</li>

<li>Question: "Can you make decision quickly. I've got to make my sales quota and our quarter is ending soon. I can't guarantee I give you the same discount"

Motive : Apply pressure

Answer : "I'm not going to rush my decision because of your company's business calendar. We may need to re-think things..." </li></ul>

There are others, but always maintain your control, patience and poise and always take the lead in the negotiating dance!

About The Author

Andy Quick is co-founder of Findmyhosting.com (<a href="http://www.findmyhosting.com" target="_new">http://www.findmyhosting.com</a>), a free web hosting directory offering businesses and consumers a hassle free way to find the right hosting plan for their needs. Feel free to contact Andy at <a href="mailto:andy@findmyhosting.com">andy@findmyhosting.com</a> in case you have any questions or comments regarding this article.