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“If he doesn’t, he’s going to have his defenses up.” Establishing that connection requires four skills. “Make the other party know that you’re listening by repeating some of what he says back to him,” says Wellington.
If he believes that you’re listening to his point of view, he’ll be more likely to listen to yours. It’s one of the key requirements for getting to yes, and you want the person you’re dealing with to see that you’re a man of your word.
If you tell an employee that he can’t have a raise (even though he deserves one) “acknowledge his outstanding performance and provide an honest explanation for why you can’t increase his salary,” says Anne Marie Sabath, author of Next, outline what he must do in order for you to go to bat for him when your budget loosens.
Finally, offer him a compromise—extra vacation days or a modest bonus—to illustrate your good intentions.
Try these strategies: —One, propose a “contingent agreement” in which a large sum is doled out incrementally as expectations are met.
For every 10 new clients you bring to the company, for example, your departmental budget will inflate by ,000 until you reach your goal of 0,000.
“Is your team achieving the results that you’re expected to deliver?
” —Second, what motivates your people to deliver those results?
Maybe your goals are more specific, and you want to master the fine art of negotiation, learn to give a proper toast, or finally hit a baseball out of the park.“If you want to keep them, they have to believe in you, they have to be committed to your mission, and they have to know that you are committed to their success.” At your next meeting, ask your employees to anonymously write down what is working for them, what is not working for them, and what you can do to make their jobs more satisfying.Say you get lost on a corporate retreat in the middle of the Arizona desert, it’s nightfall, and no one knows the way back to the bar.For more amazing advice on living smarter, looking better, feeling younger, and playing harder—every single day—follow us on Facebook right now!and the Deloitte Ellen Gabriel professor at the Simmons School of Management.
A calm negotiating partner is less likely to storm off in Robert Novak style. Forget this, and you can appear aggressive or bullish—two of the fastest routes to no.