Negotiating: Speak With One Voice

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Negotiating: Speak With One Voice

 

When you are engaged in business (or other) negotiations on behalf of your company or team, be certain that you are always negotiating with one voice. Negotiating as an entire team (or as a fragmented group) will almost always work against you and your team in arriving at agreements, settlements or arrangements with vendors, investors or any other outside third party.

Amateurs in the art and science of negotiating often speak with multiple voices when dealing with their counterparts on the other side of the bargaining table, and this usually yields poor results for the team. If your counterpart can divide you, or sees that you are of different minds, he or she will take advantage of that state by putting you in the awkward position of arguing with your own team mates, or of choosing the weakest member of the team to be his or her double agent (or emissary) to the entire group.

If you are entering into negotiations, have your team discussions in private and 1) do not allow your counterpart to either bypass the spokesperson/negotiator for your group, or 2) allow any members of your team to open up a separate channel to the other side.

Of course there are exceptions to this general rule where governments or very large entities are concerned in either intelligence-gathering operations or ambassadorial talks about major treaties and other types of multilevel arrangements. In these situations, there might be some "back-door" or covert secondary discussions behind the scenes or through the ranks for numerous reasons -- but in each of these cases, the team makes its ultimate decisions internally, in private.

In sum, if you must speak in multiple voices (on the rare occasions where this is done by deliberate design), make sure that you are privately sharing information and reaching your own internal agreements about each of the simultaneous or parallel negotiations. So if you are not speaking with one voice, speak with just one mind.

Douglas E. Castle for Taking Command! and for The Douglas E. Castle Consultancy.

Join me on Linked In at http://www.LinkedIn.com/in/douglascastle

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TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.

http://takingcommand.blogspot.com

The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION.

Key Terms: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success

Alpha Signals: Non-Verbal Command Presence

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In order to maintain a commanding presence, and in order to position and posture yourself for control of any potentially violent physical confrontation, and ultimately, for prevention of unnecessary defensive (or pre-emptive violence on your part. This comes under the heading of non-verbal communication, and here that communication is used to send "don't mess with me" signals to individuals who many have some motive for attacking you violently.

I discuss many topics relating to both non-verbal and verbal communications and their uses in teaching, messaging, marketing, and "reading" other individuals in The Sending Signals Blog. You might wish to view it and make it a favorite. I would strongly advise that you do.

A link to a superb audio interview with an expert at Alpha Signals, and who has been a consultant to law enforcement agencies and others in need of avoiding either 1) losing dominance, or 2) being selected as a potential victim. This audio presentation is brief, but very informative and appears courtesy of FightFast.com. It is worth listening to several times in order to achieve a reflexive rapid recall of the material covered.

Some other tags, labels and search terms which you may wish to investigate: Krav Maga, Jiu Jitsu, commando skills, alpha males, countermeasures, command posture, drill sergeant's speech, voice of domination, confrontation, negotiation, Blogs By Douglas E. Castle, mastering fear, adrenaline release, survivalist... 

Enjoy it:

http://fightfast.com/download/AlphaAudio_32Kbit_32kHz_mono.mp3

A truly masterful commander avoids a physical encounter while maintaining the absolute respect of his or her adversaries, would-be attackers, detractors and subordinates. Physical violence should be used only as a last resort -- in situations where there exists a clear and present danger. A skilled commander (or commando) has a powerful intuitive sense of any threat and is always instantly prepared to address the threat.

Stay Safe.

Thank you, as always, for reading me.

Don't retreat. RETWEET. [Please and thank you]

Douglas E. Castle for The Taking Command Blog, The Crowd Funding RSS Feeds Blog and The Internationalist Page Blog

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Know Your Legal Rights: Playing For Keeps

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Law enforcement, and the 'Justice System' for the most part are not genuinely groups of people who are in the business of either protecting your rights or serving the greater interests of justice. They are in the business of indicting, convicting, fining and incarcerating. By analogy, they serve your rights as effectively and enthusiastically as the Internal Revenue Service operates to minimize your income tax payments and help you to prepare a tax return. There are some basic rules to dealing with law enforcement and its investigative and judicial allies:

1) Know your legal rights. Don't ever trust the word or promise of someone in a prosecutorial or investigative position;

2) If a law enforcement or investigative person knocks on your door "just to ask you a few questions," simply ask, while leaving them outside, "Do you have a court order or a warrant for my arrest? If not, just telephone my attorney, ________ at _____________. I'm sorry that I can't invite you in". Do not answer a single question after that, don't take the bait -- politely and apologetically close the door and advise them to "stay safe and drive carefully." You must do this despite your knowledge, or manners, or fear, or curiosity. Law enforcement counts on people's propensity to self-incriminate and to be easily intimidated in order to keep those conviction records high.

3) Never ever communicate with any judicial, investigative or law enforcement agency except through an attorney. Don't accept an invitations to have casual conversations with strangers, or to come downtown so we can have you answer a few questions -- you'll be back in a hour or less."

4) Never resist arrest, or defy a search warrant. Just don't talk. As they say on television, "lawyer up."

5) Try to conduct all of your business within the confines of the letter (if not the spirit) of the law, and avoid unnecessary exposure or direct interaction with any government agency if it can be avoided. Do not inadvertently make yourself or your activities a target.
The article excerpt link below appears courtesy of THE BIGTHINK DAILY IDEAFEED Newsletter. They are not only an excellent source of information -- they are a valuable source of commentary; and commentary is what brings utility, applicability and direct personal relevance to reported news.

Think Tank

This Video Will Keep You Out of Jail
Daniel Honan
What's the Big Idea? How well do you know your rights? Moreover, have you ever had to exercise your rights during an encounter with a ... Read »

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I am not an advocate of either conducting your affairs illegally, or of being either overtly insulting or uncooperative with these hardworking folks who are just 'doing their job'. All that is important to remember is that they are not generally (with some very special exceptions) 'out to help you' and that your cooperation can be limited to simple courtesy in saying "no."

Douglas E Castle for TAKING COMMAND

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Managing Your Manager - Getting Things Done.

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Managing Your Manager - Getting Things Done.

Note: This article was authored by Douglas Castle, Chairman and CEO of TNNWC Group, LLC, and was originally published in the TAKING COMMAND Blog at http://TakingCommand.blogspot.com . Become a Member of TNNWC and begin enjoying the benefits immediately - at no charge - by clicking on the "JOIN US" button on http://www.tnnwc.com/.

Dear Commanders-In-Training:

You can be in a position of command regardless of your rank within the heirarchy of an organization, and regardless of the nature of your work or title.

Part of your job is to get things done. When you do, you benefit personally as well as professionally, as do all of the members of your organization. Anything that enables you to be more efficient and effective is something of benefit.

One of the greatest failings which a commander can have is an inability to "manage his or her manager." You must learn how to do this. It requires that you assess what is expected of you, and that you indicate, in clear, organized terms, what resources that your manager should be assisting you with or providing with in order for you to of best benefit to him or her.

When you manage your manager, you are doing it for three purposes:

1) To make your manager look better because of the fact that you are able to perform your function better;

2) To do your job with more resources, support and appreciation;

3) To reduce your workload to a manageable level.

Managing your manager is especially key if you are generous and hard-working by your nature. It is a means of showing your value to your manager, and of promoting yourself.

If you fail to manage your manager (who should never be assumed to be aware of your difficulties or appreciative of your efforts), you will not be in command. If you are successful at managing your manager, you will both ultimately benefit. As an added bonus, you will invariably make yourself more highly visible, more readily promotable.

Management is a two-way street. Your manager will have to work with you if you are to work for him or her.

Just be certain to be clear, factual and pleasant (yet assertive) when you manage an individual who perceives himself or herself as your senior, supervisor or superior. Communicate with maximum eye contact, minimum fidgeting, and a clear, controlled matter-of-fact voice. Now go and do it. 

Summary: Graduate from the dimly-lit, poorly-ventilated mailroom to the CEO's posh corner office (with mini astro-turf putting green) by learning to manage your manager, as well as by learning to manage your employees.

Faithfully,

Douglas Castle

TAKING COMMAND! - http://takingcommand.blogspot.com/



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