N 12 : Best practices in negotiations

In this last chapter, we must know ten best practices for negotiations:

1 Be prepared

2 diagnose the fundamental structure of the negotiation

3 Identify and work the BATNA

4 Be willing to walk way

5 Master the key paradoxes of negotiation

6 Remember the intangibles

7 Actively manage coalitions

8 Savor and protect your reputation

9 Remember that rationality and fairness are relative

10 Continue to learn from your experience

L12 : Leadership through effective external relations

This chapter provides guideline to help manage external relations in day-to day encounters and in crisis situations so you will get positive image. In the beginning developing external relations strategy, the books has introduced following steps they include: clarify your purpose and strategic objectives, for being a good company need to have managing the press and media, community involvement, establishing relationship with the financial analysts. Identifying major external stakeholders include many of the following: Media, community, customer, investors, analysts, board, partners, distributors, suppliers or vendors, trade associations, unions, interest groups, retirees, competitors, government agencies, and the public at large. Creating major to reach external audience successfully following criteria honest, clear, consistent, and meaningful. Selecting the right spokesperson, there are three major rules apply: they must be at the right level for the problem, they must project a positive ethos, and they should received media training. Establishing the most effective media or forum, to ensure reaching the identified stakeholders is another critical component of external relations. Determining the best timing, depending on the context, the timing of an external message can be critical. Monitoring the results, two of the most common methods used to obtain feedback from external stakeholders are focus groups and surveys.

In building and maintaining a positive corporate image, there are six ways companies can build and maintain a positive corporate image: design campaigns to promote the company as a whole, carry out ambitious programs to champion product quality and customer service, maintain systems to screen employee activities for reputation side effects, demonstrate sensitivity to the environment, hire internal communication staff and retain public relations firms, demonstrate corporate citizenship.

Working with the new media there are three major issues need to follow: understanding the media rule and importance, deciding when to talk to the media, and preparing for and delivering a media interview in here also mention three little things they are preparation, is the key to an affective interview. Performance during the interview, you better very well prepared and be ready for it. Step to take after the interview.

Handing crisis communication, the following guidelines will help company response appropriately in crisis situation. Develop a general crisis communication plan and communicate it, once the crisis occurs, respond quickly; make sure you have the right people ready to respond and that they all respond with the same message, put yourself in the shoes of your audience, do not overlook the value of the web, revisit your crisis communication plan frequently, build in a way to monitor the coverage, perform a post crisis evaluation.

L11:Leadership Through Strategic Internal Communication

In this chapter is focus on establish leadership through strategic communication with employees. Describe the rule of strategic employee communication and how to ensure employee are equipped to make the greatest possible contribution to success your organization. How to ensure your internal communication achieve, here are the main topic you should be able to know: 1 supportive management, 2Targeted messages, 3 Effective media, and forums. 4 Well-positioned staff, 5 ongoing assessments. In this section we understand that how to develop internal communication strategy and aiming toward reaching some of the best practice discuss. In using vision and mission to internal communication, they are five steps we need to know they include: 1 create initial draft, 2 clarify the meaning, 3 tell the world in 25 words or less what you are and what you want to become, 4 develop the strategic objectives to make the vision specific and actionable, 5hold cascading meeting with employees to test the mission and the vision. Going through some soft of vision discuss, it can strengthen internal communication by bring forward and disagreements for senior manager can create a common, share view and focus. In the closing, we know the major efforts associated with change, internal communication is important to the success of any organization.

L10:High-Performing Team Leadership

In this chapter, we learn that, because teams are so commonly found in most organizations today, there is need for managers to learn how best to work with teams and to help ensure that teams perform at their peak.There is need for careful thought to be put into deciding whether to form a team for a particular purpose to meet a particular need, or to work through individuals acting alone and once the decision to form a team is made, there is need to ensure that the team has focus and delivers the results for which it was formed.Managers need to understand the people side of teams and learn how to address issues such as cultural differences, different personality types within the group and varying expectations of members from the team and the team experience.In the organised private sector here in Nigeria, there is a prevalence of teams in many organizations. There are sales teams, marketing teams, production teams etc. focused on helping organizations achieve their set goals and objectives. Hence, understanding team dynamics is crucial to one’s success as a manager.

L09:Meetings:Leadership and Productivity

With managers spending between 70 and 90 percent of their workday communicating, a great deal of this time is spent in business meetings.When meetings last too long or attendees fail to take meetings seriously or wander of topic during meetings, meetings tend to lose their value in organizations.Hence, it is essential that managers learn how to plan properly for meetings, manage meeting problems and conflicts effectively and ensure that meetings to into positive action for the organization.

L08:Cross-cultural literacy and communication

In this chapter, we learnt how emotional intelligence relates to leadership style and how cultural literacy relates to how effectively one communicates as a leader.There are definite steps that can be taken to improve one’s emotional intelligence and how well one.As a leader, one’s listening skills can also be improved upon.In communicating, there is need to pay close attention both verbal and non verbal communication elements in order to succeed as a leader.Mentoring is key part of leadership communication and providing feedback is essential to developing staff that report to us as managers.In the context of emotional intelligence, psychological tools like the MBTI can be used to understand oneself better and help identify possible areas for improvement.

N11:International and cross-cultural negotiation

This chapter is talk about the factors that make international negotiation different. Here are seven factors we need to know, they include: (1) political and legal pluralism, (2) international economics, (3) foreign governments and bureaucracies, (4) instability, (5) ideology, (6) culture, and (7) external stakeholders. From the Phatak and Habit’s five immediate context factors are discuss next: (1) relative bargaining power, (2) levels of conflict, (3) relationship between negotiators, (4) desired outcomes, and (5) immediate stakeholders. We understand that these environmental and immediate context factors acts to make international negotiations more difficult, effective international negotiators need to understand how to manage.In next section we discuss how to conceptualize culture. We discuss 10 ways that culture can influence negotiation: (1) the definition on negotiation, (2) negotiation opportunity, (3) selection of negotiators, (4) protocol, (5) communication, (6) time sensitivity, (7) risk propensity, (8) groups versus individuals, (9) nature of agreements, (10) emotionalism. We know the effects of culture on negotiation outcomes negotiation process, negotiator cognition, and negotiator ethics. In the clothing choosing the correct strategy for a given negotiation is the degree of familiarity that a negotiator has with the other culture.

N10:Multiple Parties and Teams

The purpose for this chapter is to understand how the negotiation process changes when there are more than two parties at the table simultaneously. In the beginning, we begin to talk about there are differ from two parties deliberations in several important ways. They include: number of parties, informational and computational complexity, social complexity, procedural complexity, strategic complexity. As we understand multiparty negotiation looks a group decision making because it involves a group of parties trying to reach a common solution. There are the flowing things we should know: test assumptions and inferences, share all relevant information, focus on interest, not positions, be specific-use examples, agree on what important words mean, explain the reasons behind one’s statements, questions, and answers. Disagree openly with any number of the group, make statements, then invite questions and comments, jointly design ways to test disagreements and solutions, discuss undiscussable issues, keep the discussion focused, do not take cheap shots or otherwise distract the group, expect to have all members participate in all phases of the process, exchange relevant information with nongroup members, make decisions by consensus, conduct a self-critique.There are three key stages that characterize multilateral negotiations: prenegotiation, actual negotiation, and managing the agreement. The main idea for this section is tell us how to manage when thing happen, in the real world today we need to face conflict between two groups, and also how to deal with team members.In the closing, we have learned how to move toward a successful completion: move the group toward selecting one or more of the options, shape and draft the tentative agreement, discuss whatever implementation and follow up or next step need to occur, thank the group for their participation, organize and facilitate the postmortem.

N09:Relationships in Negotiation

In this chapter we have explored the way existing relationships shape negotiation. We have learned in experimental research setting, consisting of two negotiating parties who don’t know each other, don’t expect to deal with each other. The book also talks about three major issues that are important to know. Reputation is the legacy that negotiators leave behind after a negotiation encounter with another party. Trust, there are three things relate to the level of trust, they are: the individual’s chronic disposition toward trust; situation factors; the history of the relationship between the parties. Justice as we can easy to see, they have four different types of justice need to know, they include: distributive justice; procedural justice; interactional justice; and systemic justice.

N08:Ethics in Negotiation

In this chapter, we have discussed factors that negotiation consider when they decide whether particular tactics are deceptive and unethical. We began to discuss how ethical questions are inherent in the process of negotiation, and then presented four approaches to ethical reasoning. We discussed the different forms that ethically ambiguous tactics take; we analyzed the motives for and consequences of engaging in unethical negotiation behavior. In the final section we talk how negotiation can respond to another party that may be using tactics of deception.

N07: Finding and Using Negotiation Power

SUMMARY CHAPTER

N07: Finding and Using Negotiation Power

In this chapter, we discussed the nature of power in negotiation. There is a great tendency to see and define power as the former, but we have discussed in this chapter and our view of the negotiation strategies. Here are five major source of power: Information source of power (information and expertise power), Personality and individual differences (psychological orientation, cognitive orientation, motivation orientation, dispositions and skills, moral orientation).Position-based sources of power (legitimate power, resource control).Relationship-based power (goal interdependence, referent power). Contextual power(availability of BATNAS, organizational, national culture, availability of agents, constituencies who can directly or indirectly affect the outcomes of the negotiation).

N06: Communication

SUMMARY CHAPTER

CHAPTER N06: Communication

In this chapter we have considered elements of the art and science of communication that are relevant to understanding negotiations.We first addressed what is communicated during negotiation. Rather than simply being an exchange of preferences about solutions, negotiations cover a wide-ranging number of topics in an environment where each party is try to influence the other. This was followed by an explanation of three issues related to how people communicate in negotiation; the use of language, nonverbal communication, and the selection of a communication channel. We also examined how to improve communication in negotiation by the use of questions, listening and role reversal.In the final two sections of the chapter we discussed how to improve communication in negotiation, and special communication considerations at the close of negotiation, basically, know when to shut up!Personally I believe that the need for effective communication in negotiation can not be over-emphasized. It is what makes or mars a negotiation, it is what determines, to a large extent, the outcome of a negotiation process. Thus, I must have a good command and understanding of communication, both verbal and especially nonverbal.

N05: Perception, Cognition, and Communication

CHAPTER SUMMARY

CHAPTER N05: Perception, Cognition, and Communication

In this chapter, we learnt about how psychological perception is related to the process of negotiation.We also learnt about cognition which is the process of using information to make decisions about tactics and strategy within which framing and cognitive biases come into play.It is essential that, as managers, we avoid cognitive biases in the negotiation process.

N04: Negotiation: Strategy and Planning

CHAPTER SUMMARY

CHAPTER N04: Negotiation: Strategy and Planning

In this chapter, we learnt about how negotiators should plan and prepare before starting negotiations.Failure to plan and prepare and develop a negotiation strategy can lead to outright failure in negotiation or poor performance as a negotiator.As a negotiator, you should set clear objectives with regards to what you want to get out the negotiations. You should ensure that you do your homework and gather as much information as possible to act as a guide in preparing one’s bargaining mix.

N03: Strategy and Tactics of Integrative Negotiation

CHAPTER SUMMARY

CHAPTER N03: Strategy and Tactics of Integrative Negotiation

In this chapter, we studied the key strategies and tactics of integrative negotiation.As against distributive bargaining which is focused at creating win-lose situations for one of the parties involved and maximizing one’s gains from a negotiation process, integrative negotiation aims to create a win-win situation and value for all parties involved in a negotiation with the aim of ensuring that all parties walk away from the negotiation table satisfied.Honesty, integrity, maturity, systems orientation, superior listening skills and abundance mentality are key qualities of a successful integrative negotiator.

N02: Strategy and Tactics of Distributive Bargaining

CHAPTER SUMMARY

CHAPTER N02: Strategy and Tactics of Distributive Bargaining

In this chapter, we looked at the key elements of distributive bargaining, namely, the bargaining mix, the BATNA, the bargaining range, the settlement point and the stalemate.We realized that, although ethical concerns exist for using distributive bargaining tactics, it is still important to study distributive bargaining so that negotiators can succeed in situations that are distributive.We studied positions commonly taken during the bargaining process such as the initial offer and the resistance point and we looked at strategies for closing a deal.In Nigeria, most negotiation situations are exclusively distributive, with very little use made of integrative negotiation. Hence, knowledge of distributive bargaining will help a manager succeed in distributive bargaining situations because of the prevalence of the use of this mode of negotiation here.

N01: Nature of Negotiation

CHAPTER SUMMARY

CHAPTER N01: Nature of Negotiation

In this chapter, we learn that interdependence is the relationship between people and groups that often leads them to negotiate.In negotiations, there is usually a conflict of needs and desires between all parties involved, and there is need to engage in mutual adjustment of one’s expectations of outcomes from the bargaining process. Hence, in negotiations, there is a give-and-take process that usually occurs.Successful negotiation involves the management of tangibles and intangibles as all parties involved try to move towards their settlement point and try to claim value from the negotiation.

L07:Emotional Intelligence and Interpersonal Skills for Leaders

CHAPTER SUMMARY

L07:Emotional Intelligence and Interpersonal Skills for Leaders

In this chapter we have talked about how emotional intelligence and cultural literacy affect to business. For leadership communication, emotional intelligence and cultural literacy are important to the strategy, writing, and speaking skill. In the beginning, the author the leadership style have six board categories, they include: (1) visionary(2) coaching, (3) affiliative(4) democratic(5) pacesetting, and (6) commanding. When move to next section, basically is all talk about develop self-awareness, give you an idea how to use MBTI to understand yourself well. In improve your nonverbal skills section, for nonverbal communication it depends on culture, it is good to know something about the culture of individuals, before fully understand nonverbal behavior. Improve your listening skills is mention one thing to be a good listening is not easy, but as a good leader must be good listeners. In final is focus on using cultural frameworks to understand difference, they relate to five issues: context, you have to know what is going on around you that might affect the choice you make. Information flow, it influence how individuals approach exchange of information and determines how message flow between people and levels on organizations. Time, is a commodity and is meant to be measured and managed, conserved, or wasted, spend. Language, it includes words, syntax, and vocabulary. Power, cultures differ tremendously in how they view power and equality.

L06: Graphics and PowerPoint with a Leadership Edge

CHAPTER SUMMARY:

L06: Graphics and PowerPoint with a Leadership Edge

This chapter focus on when and how to use graphic in effectively. The author gives us some helpful tool guide to let us know how to make good presentation. When to use graphic there are following purpose we should know it. To reinforce the message, to provide a road map to the structure of a presentation, to illustrate relationships or concepts visually, to support an assertion, to emphasize important ideas, to maintain and enhance interest. The next thing is for data charts one thing is very important, you need to clarify your message and then you can determine the type and content of the graph. Creating meaningful effective text layouts. In here give us some guideline, do not use too many words on the slide, do not have only one bullet or sub-bullet as a category, keep the text simple but present meaningful content. The right colors and front can make a difference in how effective your PowerPoint is. The last one would be making the most of PowerPoint as a design and presentation tool. This section is on using PowerPoint as a tool to communicate your content more effectively. There are some guidelines would help us to understand more clearly, selecting and designing layouts and templates, interesting graphs, using animation , and delivering effectively PowerPoint.

L05: Leadership Presentations

CHAPTER SUMMARY:

L05: Leadership Presentations

Basically, this chapter is giving reader a very useful how to do a good presentation. From some point of views, the author mentions introduction, body, and conclusion. The introduction should start as soon as you stand up and give your audience what’s the main topic for your presentation, should not take too much time on it. When move to body, which usually accounts 80 percent, should be concise and specifically focused. Also, provide transitions to lead from one topic to the next and one graphic to the next. In the conclusion, summarize what you have said by going back over the main points and reinforcing them. The other thing we can talk about is practicing a presentation is often the key to delivering it successfully in front of your audience. Some people would like to practice in front of mirror and be sure to speak aloud. Timing, make sure you want to obey the time limits, you don’t want to go over –time.In public speaking, people are easy to get nervous, how to overcome nervousness, when you are presenting. In books tell us you can do some yoga deep-breathing exercise, or think everyone in the room is all apples. You don’t really feel so nervous. Eye contact, good speakers really look at the people in their audience, not over their heads or out of window. Do not overuse stance or gestures, sometimes the audience sometimes feel uncomfortable with. Using PowerPoint, overheads is a good technique, when giving presentation. You want your audience focus on you, so your audience at least has an idea what are you presenting. You need to test the projection, or display equipment makes sure it is work well. The last thing handing Q&A. the presenter should always be ready for the questions, because you never know what questioners might ask you. Listen very carefully to the question; be sure you understand the question before you answer. Keep your answer short and simple, answer the specific question.

L4: Creating Written Leadership Communication

CHAPTER SUMMARY:

L4: Creating Written Leadership Communication

Basically, this is chapter is saying when business people creative a documents, make sure that you organized your content your documents, for a professional audience they expects order and logic in a documents. When you are writing a letter, starting by starting your purpose, so your reader knows your reason for writing. In business world today, people are still using like letters, memos, E-mail, text message to communicate with. Author mentions people do make a mistake for business E-mail. For example: unclear subject line, sloppy grammar, spelling and punctuation, unfriendly tone. In business formal report content a letter or memo of transmittal or preface, cover page, title page, table of contents, short summary, introduction, discussion, and appendix. Formatting is important in creating a professional document. There is a good study guide to follow business standards: Layout, spacing should be single-spaced with a double space between the paragraphs, Text should be fully aligned on the left but not on the right. Times New Roman has become the preferred font and is used most frequently in business documents.

L3: The Language of Leaders

CHAPTER SUMMARY:

L3: The Language of Leaders

Basically, this is chapter is saying when business people creative a documents, make sure that you organized your content your documents, for a professional audience they expects order and logic in a documents. When you are writing a letter, starting by starting your purpose, so your reader knows your reason for writing. In business world today, people are still using like letters, memos, E-mail, text message to communicate with. Author mentions people do make a mistake for business E-mail. For example: unclear subject line, sloppy grammar, spelling and punctuation, unfriendly tone. In business formal report content a letter or memo of transmittal or preface, cover page, title page, table of contents, short summary, introduction, discussion, and appendix. Formatting is important in creating a professional document. There is a good study guide to follow business standards: Layout, spacing should be single-spaced with a double space between the paragraphs, Text should be fully aligned on the left but not on the right. Times New Roman has become the preferred font and is used most frequently in business documents.

L2: Leadership Communication Purpose, Strategy, and Structure

CHAPTER SUMMARY:

L2: Leadership Communication Purpose, Strategy, and Structure

In this chapter as we look at title developing leadership communication strategy. In the beginning, once you determine your purpose there are four tools can help you analyze your ideas, they are brainstorming, idea mapping, the journalist questions, and the decision tree. The brainstorming means list all words that come to mind, not matter is good or bad idea, sometimes help you keep more thinking. Who?what?why?when?where?How? The six questions always help in business communication, when you are going to ask your audience, it’s always a good begin with. The decision tree is a way to break topic into this part so that you can see how the subtopics relate. In the next section the author giving us some good communication strategy.1Using a strategy framework, 2.creating an action plan, 3.Analyzing your audience,4 expertise,5 decision making-style, organizational context.

L1: What is Leadership Communication?

CHAPTER SUMMARY:

CHAPTER: INTRODUCTORY CHAPTER

CHAPTER TOPIC: WHAT IS LEADERSHIP COMMUNICATION?
In this chapter, a leader is defined as person who guides, directs, inspires or motivates others. Communication is defined as the transmission of meaning from one person to another.Here, we learn that effective leadership depends greatly on effective communication and effective communication depends greatly on projecting a positive ethos.In my work as sales manager, I have found that customers respond better to individuals who they deem to be credible and trustworthy and I have learnt that credibility is built over time.In giving presentations to customers, I have found it very helpful to do an analysis of my listening audience to customise my presentation to the listeners in the room. Sometimes, the listeners are highly technical people who understand technical phrases and acronyms. At other times, they are people from the commercial side of the business and so my presentation has to be adapted to suit them and technical terms reduced to the barest minimum.