Keld Jensena0952b37599bd2bf7c28e5121a54ea110fa7087e.web26.temporaryur… · Keld Jensen demonstrates the mindset, tactics, and communication skills that corporate leaders must master

Keld Jensen

US Business Agent

343 Commercial Street Unit 214, Union Wharf Boston, MA 02109

[email protected] phone 617-840-4689

We achieve negotiated solutions with two winners. Nobody has to relinquish their demands. Projects that seemed impossible can be done after all.

www.keldjensen.com

SMARTneRShip: The ThiRd RoAdopTiMizing negoTiATion oUTcoMeSAcanthus Publishing, 2012

150 pages, ISBN: 978-0-9847333-7-8

Hardcover U.S. $14.95, EUR €12.95

Also available in Kindle format

In the 21st-century economy, having the vision and skills to deliver optimized negotiation outcomes yields appreciable bottom-line results. Designed to be a quick read that equips corporate leaders to respond to both internal and external challenges, SMARTnership: The Third Road will change the way business people solve problems.

SMARTnership - The Third Road offers professional nego-tiators and corporate executives innovative techniques to access mutually beneficial solutions that do not make their way to the bargaining table unless the parties agree to work cooperatively.

A SMARTnership™ is a relationship between business enti-ties where two or more parties are working together seam-lessly in informed cooperation. The SMARTnership strategy is an alternative to the zero-sum and partnership models which demonstrates the benefits of working in full trust and cooperation in order to create added value.

This book will teach you how to:

• Be open without being naïve

• Handle the stress of the bargaining table and manage

mistakes

• Make concessions only when you get something

in return

• Access a broad range of variables that facilitate

the creation of added value

• Expand the potential for profit and shareholder value

using trust and cooperation

• Choose the right negotiation method for the situation

• Develop a defined negotiation strategy for

your business

• Make the pie bigger and achieve a negotiation with

two winners!

Billions of dollars are left untouched in business dealings across the planet because the current culture of business negotiations measures success through a win-lose or zero-sum transactional model. If this model is abandoned in favor of the SMARTnership model, billions of dollars of added value will be infused into the global economy. The formation of a SMARTnership enables negotiating parties to expand the potential that lies within a

commercial transaction and broaden the vision of what is possible within the business relationship. This book shows you how to improve your negotiating skills in order to leverage your power position and improve the bottom line of your company. Learn the SMARTnership approach and you’ll get a whole lot more of what you want out of the transactions that you are a part of.

Part of the SMARTnership™ Negotiation Series from Keld Jensentransparency in negotiation

TheRe iS A ThiRd RoAd on The liST of STRATegic opTionS: SMARTneRShip™

Available now!

© Keld Jensen

www.keldjensen.com 3

Keld Jensen demonstrates the mindset, tactics, and communication skills that corporate leaders must master in order to greatly expand the possibilities and financial returns of their business dealings. Jensen provides an essential playbook for successful deal making that a savvy corporate executive cannot be without.

Effective negotiation skills have become an indispensable competency in the arsenal of the corporate chief executive. Business leaders who are able to optimize the potential of commercial transactions are in increasing demand by corporate organizations, and their competence has been recognized by market analysts and the media. Senior managers who are able to successfully negotiate both internally and externally are several steps ahead of their peers. When your job security is measured by how effectively you create value for your customers and dividends for your shareholders, a mastery of NegoEconomics™ signals exemplary corporate leadership and the tipping point of individual excellence.

Jensen's unique approach to corporate effectiveness equips executives with the skills to expand value in any business transaction by stressing cooperation over an "us-versus-them" mentality. Whether the executive is working with six members of the board of directors, 6,000 global employees, or one supplier partner, Keld Jensen's approach facilitates a mutually beneficial outcome: if negotiators share information and explore collaborative approaches to their deal, both parties get more out of the transaction than they previously thought possible.

negotiation is a

leadership competency

“We need to define the rules

of play before we begin to do

business. We need to appreci-

ate that different people have

different rules and approaches

to business. These differences

need to be acknowledged and

taken into consideration be-

fore you begin to negotiate or

collaborate.”

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www.keldjensen.com4

Jensen is a highly acclaimed and sought-after speaker with over 20 years of experience on the podium, where he has consistently achieved the highest audience rankings. He is regarded as a thought leader in Europe, Asia, the Middle East, and North America and is one of the most influential authorities in the world today on negotiation as a leadership competency. Jensen is the originator of the concepts of NegoEconomics™, SMARTnership™ and Tru$t Currency™-all of which have changed the vocabulary in the field.

Jensen has acquired a global following as a result of his frequent speaking engagements at international conferences, his worldwide consultancy practice, his widely sought-after media commentary, and his prolific book publishing. As a highly regarded contributor to Forbes.com, he has twice achieved the most highly viewed posting in a single day. He is also an adjunct faculty member at the Copenhagen Business School-Scandinavian International Management Institute (CBS-SIMI) and the Thunderbird School of Global Management in Phoenix, AZ as well as former chairman of the Center for Negotiation at CBS.

He has published 19 books in 34 countries, including Negotiating Partnership, which has been translated into four languages; Communicative Competence, which was acclaimed as one of Scandinavia's best management books in 2002: and SMARTnership - The Third Road: Optimizing Negotiation Outcomes (Acanthus Publishing, 2012).

Keld Jensen brings a unique blend of real-world experience and strategic problem solving to the global conversation on optimizing business transactions. Through his experience as CEO of several publicly traded Scandinavian companies, his participation in numerous start-ups, and as founder and CEO of MarketWatch Center for Negotiation A/S, he advocates changing the culture of deal-making organizations in order to impact the bottom line and increase shareholder value.

About Keld

Select ClientsKeld Jensen has spoken for and provided consultancy services to a range of companies and organizations:

Rolls-Royce

Volvo

Carlsberg Group

The Danish Stock Exchange

SAAB

Ericsson

AstraZeneca

Financial Times

Government of Greenland

International Association for Contract & Commercial Management

Baltic Management Institute (Executive MBA programme)

UCLA

NOKIA USA

Vestas Americas

Schlumberger USA

BP

International Rotary Clubs

London Stock Exchange

Philips

UNICEF

Daimler

Chrysler

PricewaterhouseCoopers

Motorola

United Nations

“Many people think that the most important reason for cooperation is that the parties share the same values. You can look for, and take advantage of, the differences that exist between the parties.”

© Keld Jensen


• Communicative Competence: Management Book of the Year in Denmark, 2000 and 2002

• Communicative Competence: Honor of Management Book of the Year in 2002

• international negotiation and communication: Best Lecture at the EMBA program in the Baltics

• executive negotiation (BMi): Best Lecture at Copenhagen Business School

• Managing Director of a Gazelle company

• Best-selling global business author in Denmark

Awards & Recognition

Keld Jensen has a unique understanding and depth of expertise in his craft, with a creative sense of how to be effective in these turbulent times. He’s the best expert in the field.

—Mark Thompson, Chairman, Executive Powertools LLC

Keld Jensen is one of the leading authorities on negotiation and communication issues, and has helped shape and influence many significant tools and insights required in effective and sustainable management. He is a great person, thinker, and leader, and at the same time a pleasant and dynamic professional whom I will strongly recommend to any global leader and executive aspiring to make a difference for their corporations—to the direct benefit of their shareholders and stakeholders.

—Martin Roll, Owner & CEO, VentureRepublic

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negoeconomics™: How Two Plus Two Can Equal Forty-Two

A competitive, zero-sum mindset dominates virtually every high-level negotiation, and all sides inevitably fail to perceive and take advantage of the vast amounts of hidden value. In studies of over 25,000 negotiations, the Copenhagen Business School found that over a third failed to reach a deal; another study reached the startling conclusion that businesses were forfeiting up to 42% of the total value of their transaction by failing to bargain for all possible variables.

Keld Jensen offers four guiding principles that will unleash the non-visible value that is being left on the table in the vast majority of commercial transactions.

SMARTnership™: The Third RoadOptimizing Negotiation Outcomes

Jensen’s revolutionary new approach to cooperative deal making is captured in the word SMARTnership. In this mind-altering presentation, he shows the audience that mastery of the skills of negotiation truly is a leadership competency. Corporate executives are constantly nego-tiating and acquiring the strategic perspective of SMART-nership that enable everyone to come away from the con-versation with more than they originally expected.

Trust is Money™-Running an or-ganization on the Best policy: Honesty, Ethics, and High MoralsThe global recession has thrown into sharp relief the consequences of slipshod ethics in the business community. Conducting business honestly and ethically isn't just the right thing to do, it's also the smart thing! Keld shows how those who keep to the straight and narrow are more successful in the long run, and provides tools for behaving ethically and building trust among the management team, employees, vendor partners, shareholders, and investment analysts.

Using real-life anecdotes and business school research, he demonstrates the shortcomings of the traditional zero-sum approach and shows the vast benefits of this new paradigm of negotiation.

Bring Keld in today and discover the value you’ve been leaving on the table! Call 617-840-4689 now to book Keld for a presentation or consultation.

Speaking Topics

© Keld Jensen


Books

Your work is outstanding and I am honored to be able to present it to my readers. Anyone who purchases anything will find this book important. Anyone who sells, obviously, should find this thin volume a must-read. It is an important work for negotiators in general who seek to create added value in their agreements.

—Financial Times, 2001

SMARTnership: The Third RoadAcanthus Publishing, 2012150 pages, ISBN: 978-0-9847333-7-8Hardcover U.S. $14.95, EUR €12.95Also available in Kindle format

“SMARTnership offers smart advice to reach success in your next negotiation. An excel-lent primer for the novice and expert alike.”

- Daniel L. Shapiro, Ph.D.Director of the Harvard International Negotiation Program

and co-author, Beyond Reason: Using Emotions as You Negotiate

Keld Jensen’s revolutionary concept called NegoEconomics™ encourages negotiators to grow trust, add value, and build SMARTnership, enabling dealmakers to expand the po-tential that lies within a commercial transaction and broaden the vision of what is possible with a business relationship. Designed to be a quick read that equips corporate leaders to respond to both internal and external challenges, SMARTnership: The Third Road will change the way business people solve problems.

negoTiATing pARTneRShipSPearson Education, 2001 Are you identifying the right deals and making them profitable? Or are you haggling over who gets the biggest piece of the pie, rather than working out how to make the pie bigger? This book will help you identify, develop, and safeguard added value, which means that both businesses in the partnership can develop and grow with reduced risk. Not just any partner and not just any deal will do. An international study based on more than 20,000 negotiations revealed that a huge amount of time is wasted on producing deals that are often of only marginal merit. This book will help you identify the deals that are worth mak-ing and set you on the right track to make them profitable. Negotiating Partnerships will take you through dozens of areas where additional value can be found to make win-win partnership deals that really work for you. You will learn how to identify opportunities and conclude better deals, while at the same time making the other party feel good.

Translated and published in different languages

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Effektiv Kommunikasjon (Effective Communication)Egmont Norway , 2003

Rent Mel i Posen (Clean Flour in the Bag)Lindhardt and Ringhof, 2008

Scenen er Sat (The Scene is Set)Damm & Søn

Forhandling (Negotiation)Børsen

KOMMUNIKATIV KOMPETENCE (COMMUNICATIVE COMPETENCE)Jyllands Posten

Forhandlingshåndbogen(Negotiation Handbook)Asschehough, 2005

Forhandlingsteknik(Negotiation Technique)Publisher Exchange, 1999

Books (continued)

Influential CommunicationAcanthus Publishing, 2011

Persuasive PresentationsAcanthus Publishing, 2011

© Keld Jensen


“Hardball Costs, Generosity Pays”November, 2012

“Don’t be a Deal KILLER! Negotiate in SMARTnership”October, 2012

“Nickeled and Dimed: Can Banks Buy Back Your Loyalty”September, 2012

“The Worst Negotiator in the World”August, 2012

“Rock Bottom: How Great Leaders Triumph Over Failure”August, 2012

“The #1 Reason Why Liars Get Off The Hook”July, 2012

“Success is Overrated: How Do You Handle Your Mistakes”July, 2012

“The Naked Truth: How Body Language Reveals the Real You”June, 2012

“WOW Your Audience! Four Ways To Deliver Masterful Presentations”May, 2012

“Intelligence is Overrated: What You Really Need to Succeed”Over 480,000 views, as seen on Yahoo.com April, 2012

“Rebuilding Trust: It All Starts With You”March, 2012

“What’s Your Negotiation Strategy”Febuary, 2012

“Three Negotiation Skills That Can Jumpstart The Economy”January, 2012

“Bargain Hunting Is the New Bootstrapping”August 2011

“How to Power Bargain When Negotiations Get Tough”June 2011

“Pro Football Bargaining Show How Not to Deal”February 2011

“When It Comes to Planning with Annuities, Trust is Money”January 2011

“In Denmark We Trust: What Leaders Can Learn from the Nation with the World’s Confidence” January 2011

“It All Starts With You: Closing the Wounds of Distrust”October 2010

“Your Move: Heed the Lessons of Negotiating”October 2011

“What CEOs Need to Know About Hardball Negotiating”October 2011

“Soft Skills All Great Leaders Should Have”October 2011

“Wading Through the Talent Pool”October 2011

“Seven Communication Rules For The Debt Super Committee”September 2011

Media Mentions

Articles

United States

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www.keldjensen.com10

ArticleMedia Mentions (continued)

Articles

“Top Five Deals of 2010 that Hit Your Pocketbook”December 2010

“How to Sell More of Everything”December 2010

“Win Over Combative Customers”December 2010

“Boost Emotional Intelligence”December 2010

“Two Plus Two Equals Forty-Two: Driving Your Bargain on the Road Less Travelled”July 2010

“Capping the Leak of Faith: The Devastating Effects of Corporate Responsibility”August 2010

© Keld Jensen


Television

AftenshowetIndslag med Keld Jensen i (Evening Show: Featuring Keld Jensen) January 5, 2010

Aftenshowet på DR: Keld Jensen fortæller om forhandlingsteknik i Aftenshowet på DR.(Evening Show at DR.: Keld Jensen talks about negotiation techniques in the evening show on DR.)

TV2 Finans(TV2 Financial)

Go’ morgen DanmarkKeld Jensen i Go’ morgen Danmark.(Good Morning DenmarkKeld Jensen Good Morning Denmark.)

Keld Jensen i TV News(Keld Jensen TV News)

TV2 finansKeld Jensen i TV2 Finans(TV2 FinancialKeld Jensen TV2 Financial)

Indslag i TV Øst(Feature in TV East)

Go Morgen Danmark(Good Morning Denmark)

Kort indslag: God Morgen Danmark (prut om prisen)Short Feature: Good Morning Denmark

ForhandlingMed Keld JensenNegotiationWith Keld Jensen

Kommunikativ KompetenceKommuikation(Communicative CompetenceCommunication)

Radio

ForhandlingRadioindslag om forhandling(Debate: Radio Feature on Negotiation)

P4

Indslag i radioen(Feature on the Radio)

MorgenradioRadio-indslag(Morning RadioRadio spots)

SkyradioP3 Radio

DR P1 FormiddagsprogramOm tillid, etik og moral(DR P1 Morning ProgramAbout Trust, Ethics and morals)

Rundt om bøgerRadioklip om Keld Jensens bog “Rent mel i posen”Around the books(Radio Clip on Keld Jensen’s book)

Television

Radio

© Keld Jensen


ArticleArticle

Rock Bottom: How Great Leaders Triumph Over FailureBy Keld Jensen, August 08, 2012

Steve Jobs was fired from his own company; Nelson Mandela spent 27 years in prison; and Abraham Lincoln failed in business, had a nervous breakdown, and was defeated in eight elections. So how did all these people achieve such extraordinary success?

We all know of business leaders, authors, celebrities, and sports stars who after a brief moment in the sun hit rock bottom only to rise again, overcome adverse circumstances, claw their way back to the top, and in-spire the world around them. The stuff of legends and Hollywood movies, these comeback stories are incred-ible to hear. But when failure is fresh, and it’s yours, it’s often hard to believe that recovery, let alone success, is possible.

From rejection to workplace screw-ups, everyone has experienced that all-too-familiar gut-wrenching numb-ness. Even small failures can stalk you like a dark cloud, causing others to question your abilities. Worse, it can seriously undermine your self-assurance.

In my early years in business, I nearly drove a company I had founded bankrupt. I betrayed my own values and goals and lost everything, including the support of many important people in my life. However, it was from this adversity that I discovered the three keys to overcoming failure:

Responsibility: Be Your Own Master

Nelson Mandela spent 27 years in prison before becom-

ing the first President of South Africa to be elected in a fully representative democratic election. During his time in jail, he kept a scrap of paper in his cell that contained the words of a poem by William Ernest Henley, entitled “Invictus.” It ends with the famous lines, “I am the mas-ter of my fate: I am the captain of my soul.”

To make it through times of extreme adversity, you need to embody these words. Take responsibility for the re-sults you create in your life, and keep agreements with yourself. They are at least as important as agreements with others.

Self-Acceptance: Find Peace with Yourself

From his eight election failures to the civil war, perhaps no U.S. president suffered more hardship than Abraham Lincoln. But throughout his presidency he remained steadfast, and was even quoted saying that if by the end of his term, “I have lost every other friend on earth, I shall at least have one friend left, and that friend shall be down inside of me.”

Always show loyalty to yourself. Embrace your weak-nesses and shortcomings, but work to turn them into strengths. You cannot control the negative opinions of people around you, but with self-acceptance, you can block out the noise.

Trust: Listen to Your Gut

As Steve Jobs once said during a famous commence-

© Keld Jensen


Article

ment speech, “You have to trust in something. Your gut, destiny, life, karma, whatever. Because believing that the dots will connect down the road will give you the confi-dence to follow your heart, even when it leads you off the well worn path.”

Human beings are often irrational, but you should al-ways trust your intuition and your instincts. Make your judgments based on experience and listen to your gut. Understand that you will make wrong decisions and you will fail but that, without these experiences, you’ve nev-er truly lived.

Having the skills and the wherewithal to rebuild your platform requires you to 1.) take responsibility for the bad result and negotiate your way out of it, 2.) refuse to be deterred by a set-back that five years from now will be nothing more than a great learning experience, and 3.) proceed with utmost integrity using both your heart and your mind to guide you along the road back.

As the leaders of corporate organizations and entrepre-neurial ventures, we put ourselves on the line every day. Adversity is always looming, and the opportunities for failure are ever-present. Things can break in the most unlikely of places (sometimes totally beyond your con-trol), but you still own the result.

When you hit rock bottom – and you probably will at some point in your life – rely on the package of skills that gets leaders to the top in the first place. I call these the Skills of Engagement™:

Listening actively

Thinking critically

Communicating transparently

Owning the result

Influencing obstructionists, the timid, and the disengaged

Negotiating a favorable outcome

Also remember that you will not be able to make the climb back to the top alone. Assembling a stellar team and defining an interpersonal dynamic based on the Skills of Engagement are the building blocks of your re-surgence. If you mix these with a little unabashed cha-risma, you may even take pleasure in the challenges of the journey back.

The great paradox is that the people who enjoy the most public successes often endure the greatest private fail-ures. However, these leaders understand, and even ex-pect, that storms will come their way. They also realize that it’s how they handle the dark moments that gives them the internal strength to shine during their bright-est ones.

So stand tall when you hit rock bottom, and focus on the wise proverb “this too shall pass…” While it might not seem like it at the time, with responsibility, self-accep-tance, and trust, you can leverage the Skills of Engage-ment and overcome even your greatest failures.

© Keld Jensen


ArticleArticle

Intelligence Is Overrated: What You Really Need To SucceedBy Keld Jensen, April 12, 2012

Albert Einstein’s was estimated at 160, Madonna’s is 140, and John F. Kennedy’s was only 119, but as it turns out, your IQ score pales in comparison with your EQ, MQ, and BQ scores when it comes to predicting your success and professional achievement.

IQ tests are used as an indicator of logical reasoning ability and technical intelligence. A high IQ is often a prerequisite for rising to the top ranks of business today. It is necessary, but it is not adequate to predict execu-tive competence and corporate success. By itself, a high IQ does not guarantee that you will stand out and rise above everyone else.

Research carried out by the Carnegie Institute of Tech-nology shows that 85 percent of your financial success is due to skills in “human engineering,” your personality and ability to communicate, negotiate, and lead. Shock-ingly, only 15 percent is due to technical knowledge. Ad-ditionally, Nobel Prize winning Israeli-American psychol-ogist, Daniel Kahneman, found that people would rather do business with a person they like and trust rather than someone they don’t, even if the likeable person is offer-ing a lower quality product or service at a higher price.

With this in mind, instead of exclusively focusing on your conventional intelligence quotient, you should make an investment in strengthening your EQ (Emotional Intel-ligence), MQ (Moral Intelligence), and BQ (Body Intel-ligence). These concepts may be elusive and difficult to measure, but their significance is far greater than IQ.

EQ is the most well known of the three, and in brief it is about: being aware of your own feelings and those of others, regulating these feelings in yourself and others, using emotions that are appropriate to the situation, self-motivation, and building relationships.

Top Tip for Improvement: First, become aware of your inner dialogue. It helps to keep a journal of what thoughts fill your mind during the day. Stress can be a huge killer of emotional intelligence, so you also need to develop healthy coping techniques that can effectively and quickly reduce stress in a volatile situation.

Moral Intelligence

MQ directly follows EQ as it deals with your integrity, responsibility, sympathy, and forgiveness. The way you treat yourself is the way other people will treat you. Keeping commitments, maintaining your integrity, and being honest are crucial to moral intelligence.

Top Tip for Improvement: Make fewer excuses and take responsibility for your actions. Avoid little white lies. Show sympathy and communicate respect to others. Practice acceptance and show tolerance of other peo-ple’s shortcomings. Forgiveness is not just about how we relate to others; it’s also how you relate to and feel about yourself.

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Article

Body Intelligence

Lastly, there is your BQ, or body intelligence, which re-flects what you know about your body, how you feel about it, and take care of it. Your body is constantly tell-ing you things; are you listening to the signals or ignoring them? Are you eating energy-giving or energy-draining foods on a daily basis? Are you getting enough rest? Do you exercise and take care of your body? It may seem like these matters are unrelated to business performance, but your body intelligence absolutely affects your work because it largely determines your feelings, thoughts, self-confidence, state of mind, and energy level.

Top Tip For Improvement: At least once a day, listen to the messages your body is sending you about your health. Actively monitor these signals instead of going on autopilot. Good nutrition, regular exercise, and ad-equate rest are all key aspects of having a high BQ. Moni-toring your weight, practicing moderation with alcohol, and making sure you have down time can dramatically

benefit the functioning of your brain and the way you perform at work.

What You Really Need To Succeed

It doesn’t matter if you did not receive the best academic training from a top university. A person with less educa-tion who has fully developed their EQ, MQ, and BQ can be far more successful than a person with an impressive education who falls short in these other categories.

Yes, it is certainly good to be an intelligent, rational think-er and have a high IQ; this is an important asset. But you must realize that it is not enough. Your IQ will help you personally, but EQ, MQ, and BQ will benefit everyone around you as well. If you can master the complexities of these unique and often under-rated forms of intelli-gence, research tells us you will achieve greater success and be regarded as more professionally competent and capable.

© Keld Jensen


ArticleArticle

What's Your Negotiation Strategy?

By Keld Jensen, Februrary 23, 2012

Successful businesses have a strategy in place for virtu-ally everything they do. They spend huge amounts of resources creating, developing, and fine-tuning a mar-keting strategy, a product strategy, an HR strategy, a communication strategy, and an R&D strategy. Can you imagine Apple or Toyota operating without defining these strategies or setting a budget? It’s almost unthink-able.

Nevertheless, in all the times I’ve asked, “How many people have a negotiation strategy?” to countless au-diences of business leaders of all cultures, generations, and genders, the results never change: Almost no one has a defined negotiation and relational approach to their partners, suppliers, customers, or other stakehold-ers in their organization. Despite the fact that “all busi-ness is human,” there is no policy in place that shows their organization how to deal with their strategic part-ners. As a result, the relationships and connections that the company builds are not operating at optimal levels of openness, trust, and profitability.

In studies of over 25,000 negotiators, my firm, Market-Watch Centre for Negotiation, found that negotiators typically lose up to 42% of the total potential value of a transaction. While this is due to distrust and lack of communication, the root of the problem is that the majority of negotiators have no strategy. They negoti-ate with their “gut” and allow emotions to drive their demands. Consequently, it becomes nearly impossible

to develop open, honest, and transparent partnerships that allow for the creation of added value.

Negotiating A Bigger Piece of the Pie

How should we negotiate? That’s the first question all organizations and business partners must ask them-selves when creating their strategy. For simplicity’s sake, there are really only two choices: Zero-sum games or cooperation. Zero-sum games are emotionally charged, combative approaches that lead to low-quality solu-tions. They involve short-sighted haggling and result in lose-lose outcomes. Conversely, with cooperation, busi-nesses create added value by establishing an environ-ment based on openness, honesty, transparency, and trust. This idea sounds simple, but it makes serious de-mands on the negotiators.

At MarketWatch Centre for Negotiation, one of the tools we use to create a cooperative climate is our Negotia-tion Code of Conduct. This code establishes the rules of behavior that guide our company through even the most challenging situations. It includes statements of what we will and will not do, under all circumstances, in order to preserve the honesty and integrity of the nego-tiation. Every staff member at our company has signed it, and when we sit down at the table with our partners to negotiate, our partners sign it too. It sets the right climate for open communication and creates a positive environment.

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Article

Preparation is the other key component of a successful negotiation strategy. Before every negotiation, the fol-lowing questions should be asked:

What are the negotiation variables, times, prices, performances, and payment plans that will be discussed?

What is the scope of the negotiation on all these points? What is our threshold of pain?

Are we willing to take on greater risk if we have an opportunity for greater margins of return?

What are the consequences if we do end up making concessions? What will we ask for in return?

All of these elements must be taken into consideration in the preparation stage, as well as estimations of what the other party’s answers may be. Depending on the differ-ent aspects of the negotiation, there may be many more questions that need to be addressed. Below is a simple

example of a chart a negotiator could use to prepare:

With a well-developed negotiation strategy, companies will find it easier to create relationships based upon informed cooperation. By managing the personal chemistry and im-proving the flow of information, it becomes possible for two negotiators to achieve a partnership that makes prob-lem solving more attractive than combat. This creates add-ed value, increases co-innovation, and allows for long-term stability in relationships.

Take the case of a construction company and a drywall manufacturer. Instead of focusing solely on the price of the drywall, the parties shared information about construction costs and the drywall manufacturing process. They found that cutting the drywall to size at the factory instead of at the construction site would result in big savings. The bot-tom-line result is a reduction in cost, a reduction in over-all risk, and an increase in profitability for both parties—a win-win relationship for all that can help unlock that 42% of unutilized potential value.

This, of course, is in a perfect world. Negotiations rarely go as planned, as subconscious wishes, desires, irrational-ity, and emotions always distort the final outcomes. But by taking the lead and coming to the table with a negotiation strategy, companies can put themselves in a far better posi-tion to achieve more value than they had originally thought possible.

Variable StartingPoint

Negotiation Scope

Effect ofChange ofCondition

Effect ofChange of Condition

Negotiation Scope

Price

PaymentCondition

Delivery Time

Guarantee

Technical

Specification Upon Request

1 Year

1st of August

10 Days Net

$1,500,000

Alternative 1:Incorporate more

Alternative 2: Remove Demand

2 Years

1st ofSeptember

60 Days Net

$1,500,000down to

$1,350,000

Alt 1: -$10,000Alt 2: +$80,000

Increased Riskcosts go up by

$25,000

+$60,000

at 10 percent interest: -$21,000

-$150,000

Your Company Your Counterpart

© Keld Jensen


ArticleArticle

Seven Communication Rules For The Debt Super CommitteeBy Stephanie Nora White and Rebecca Theim, September 27, 2011

Six Democratic and six Republican senators are at work at a task that is possibly the most challenging of their political careers: devise a way to cut at least $1.2 trillion from the federal deficit in a manner both political par-ties can live with.

Committee members were pressed into service follow-ing the summer deliberations over raising the federal debt ceiling, a vitriolic and hyper-partisan dispute that provoked widespread voter rancor and disgust.

As committee members continue their deliberations to-ward their Nov. 23 deadline, what lessons should they take away from the earlier debt ceiling debate debacle?

We asked business, political, and communications ex-perts to weigh in.

Their advice is not only valuable to the debt super com-mittee, but equally useful to any business person facing a difficult negotiation.

Rule #1: No leaks. “Leaks damage trust,” said Matt Mackowiak, president of Potomac Strategy Group, LLC, a Washington, D.C.- and Austin, Tex.-based political consultancy.

“This is going to be hard enough if they trust each other; it’s going to be even harder if they don’t.”

If super committee members are at a loss as to how to enforce a “no leaks” rule, they should take a lesson

from the private sector, said Charlie Leonard, partner at Washington, D.C.-based public affairs consultancy Chlopak, Leonard and Schecter.

They should agree to maintain the same SEC-mandated code of confidentiality public company executives must abide by when involved in sensitive corporate negotia-tions “with real penalties for freelancing,” Leonard said.

“First and foremost, you don’t go out and talk about the terms of the transaction in the media.”

Rule #2: Ban ultimatums. “Anytime any party takes the ‘my way or the highway position,’ they really don’t care if anything is accomplished,” said Bob Ciaruf-foli, CEO of ParenteBeard, a Philadelphia-headquartered CPA and business advisory firm.

“Sometimes that position makes sense, but probably not when we’re talking about the financial future of the country.”

Ann Tenbrunsel, author and professor of business ethics at the University of Notre Dame’s Mendoza College of Business, agreed. “Making ultimatums—‘we will never touch Social Security’ or ‘we will never increase spend-ing’—backs the negotiator into a corner.”

Doing away with ultimatums also opens the door for tradeoffs, a cornerstone of sound negotiation. The two “parties need to first prioritize their issues—what do they care most about—and then look for tradeoffs where both can claim a victory,” Tenbrunsel said.

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Article

Trade-offs can be far more effective than compromise because they make it possible for both sides to secure one of their top priorities while conceding items they value less. Compromise, on the other hand, often in-volves “ ‘meeting in the middle’ and getting a little on every issue you wanted, which leaves everyone worse off,” Tenbrunsel added.

Rule #3: “Don’t just do something; stand there,” advised Leonard, who previously served as na-tional campaign director of the National Republican Con-gressional Committee. “The more you talk, the more you box yourself into a negotiating position you don’t want to be in.”

The benefits of keeping quiet and listening extend be-yond not tipping your negotiating hand, Tenbrunsel said. Really listening to the other side is often the path to a successful outcome, she said. “It’s not he or she who talks the most who wins, but he or she who understands both parties’ perspectives and is smart enough to find a creative solution” who does.

Rule #4: Content, not oratory, must pre-vail (but labels can matter). “By stressing rhetoric over substance, it’s no wonder that so little was achieved from the initial debt-ceiling debate,” said Keld Jensen, an associate professor at the Copenhagen Busi-ness School and managing director of MarketWatch Cen-tre for Negotiation. The two sides of the debt super com-mittee need to have “an accurate understanding of their starting points, targets, overall objectives and thresholds for pain.”

Having said that, words are powerful and labels ultimate-ly can make a difference in the outcome. The super com-mittee likely can ensure more successful and expedient results by how it chooses to label its work, said J. David Cisneros, assistant professor in the Department of Com-munication Studies at Boston’s Northeastern University.

“In any kind of interaction like this, part of what the group does is frame the problem, and the way you frame the problem suggests solutions,” he said. Exam-

ples of such “rhetorical framing” are “cuts to entitle-ments” versus “cuts to the social safety net,” or “every-one paying their fair share” versus “excessively taxing job creators.” “Is there a way the committee can frame the problem to facilitate a solution?” Cisneros asked.

Rule #5: Get outside help. Tapping indepen-dent experts can both instill some much-needed disci-pline into the group’s deliberations and give members political cover when the inevitable politically unpopu-lar outcome occurs. “In a negotiation, it’s always help-ful to have people involved who don’t have a dog in the fight,” Leonard said.

Rule #6: Be the first to cooperate. Individual members of a group like the debt super committee of-ten fall prey to the “sucker effect,” in which no one wants to be the sucker who cooperates when every-one else is intent on competing.

But “by signaling your intention to cooperate and hav-ing everyone else commit to do the same, the ground can be laid for creative solutions,” Tenbrunsel said. “Given the frustration and disgust of the American people, this could potentially be a winning strategy for the politician who starts the cycle of cooperation.”

Rule #7: Make a connection. Much has been made of the flagging camaraderie on Capitol Hill between the two dominant political parties and what that has meant to Congress’ ability to come together and compromise at critical times. The super committee should strive to recap-ture some of the collegiality of Congressional days past and forge a real bond among members.

“The phrase ‘all business is human’ still stands,” Jensen said. “Negotiations have a far greater chance of succeed-ing if a partnership is formed between all parties.

“Instead of looking at the negotiation as combat, the super committee should look at it as a joint project where the overall goal is to achieve a solution better than both parties initially thought possible.”

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Article

Thinking about starting a new business with no immediate sales channel or sources of revenue? Start polishing up your negotiating skills—you’re going to need them.

When most people hear the word negotiation, they tend to think of it as a lofty sport of verbal combat that’s reserved for political icons and billionaire wheelers and dealers. This notion is entirely false. We all negotiate on a daily basis; we just don’t think about it as negotiation.

Persuading your daughter to go to bed is a negotiation. Defining the rules when your teenage son wants to bor-row the car is a negotiation. Convincing your spouse you have enough money put aside to quit your job and start this new business is a negotiation.

Have you asked for free technical support recently? Returned something you bought in a retail store but don’t like anymore? Or tried to get a home equity loan? You were in a negotiation. While the average person might survive without capitalizing on the negotiations they are in, entrepreneurs do not have the luxury of a misstep, especially when starting out. Here’s why. Depending on how far along you are in the process of thinking through your new business venture, you have likely bumped up against a startling reality: You can’t do it all on your own.

With the exception of a few sole proprietorships, in order to get a new business up and running, you have to build a team to help address the following issues: How are you going to finance this, eat, and pay your mortgage? Where the hell are you going find a partner or someone who can sell this stuff? Who is going to make the things you want to

sell? Where are you going to get the stuff you need to make your product, and how much will it cost?

With this in mind, here are some negotiating tips for work-ing with potential investors, employees, and suppliers.

Negotiating With Investors• Do Your Due Diligence: Research and learn as much as

you can about the potential investor prior to making your pitch. In addition to gathering information on the person’s track record, you need a clear insight as to why he or she is interested in funding you and what their future intentions are once the business is up and running. Yes, he is looking for a return on his investment, but what else does he want?

• Don’t Put All Your Chips in One Basket: It doesn’t matter whether you are looking for investment capital from a private equity firm or your uncles and aunts—make sure to have several options for financing. You will run into setbacks and, when you do, it’s good to have a Plan B or C or D. You never make good decisions when you are desperate.

• Look for Value Beyond the Cash: Reflecting on Microsoft’s legacy, founder Bill Gates commented, “Our success has really been based on partnerships from the very beginning.” Even experienced negotiators can get bogged down looking solely at the financials, like how much is the person willing to invest and how much interest or equity it will cost you. Do not underestimate the importance of having an investor with expertise in your field or one who can put you in touch with other powerful people who can open

Bargain Hunting Is the New Bootstrapping By Keld Jensen, August 15, 2011

© Keld Jensen


doors for you or wield influence.

Negotiating With Employees• Build Trust and Provide Information: Just like getting

an investor’s initial buy-in for your business plan, you can build trust and the interest of potential employees by filling them in on the details of your plan. Create the vision of what you are trying to do and show your employees how they fit into the picture. Then show them how they will benefit when you are successful.

• Offer Incentives for High Performance: Assuming that what you can offer to pay won’t be an industry benchmark when you first start out, set up an incentive program for group performance. Set clear sales and revenue targets and communicate the margins required for profitability. State your objectives to the team and offer rewards for meeting them.

• Look for Hidden Value: Go beyond just thinking about how much money you can offer your employees. See if there are other things, such as education, training, flextime, working from home, or vacation options that you can use to sweeten the deal. For instance, some moms or dads may be more interested in being able to work part time from home than in having an industry-standard hourly rate. If you can offer this flexibility, the size of the salary may not be a deal breaker.

Negotiating With Suppliers• Be Calm, Patient, and Tenacious: When Richard

Branson first started Virgin Atlantic, he spent two months negotiating with Boeing over the lease of just one 747. Because of the small size of the deal, Branson took his time to look at the details and devised a creative way to get his startup going with as much upside and little downside as possible. Don’t ever hesitate to take a break when you are in the middle of a negotiation. Double-check your math, diffuse emotional tension, or just let the other side cool their jets for a minute. A little time-out can actually increase your power position.

• Expand the Variables: Make sure to maximize the number of variables that you put in play when you are negotiating with your future supplier/partner. See if you can create added value by examining aspects of the deal such as terms of payment, delivery time, warehousing, warranties, training, and part customization. Never, never, never give anything away without getting something in return. The give and the take can be on entirely different variables.

• Utilize Different Attitudes For Risk: With no track record of payment, your supplier may have concerns about you being a risky partner or too small a player to make any concessions for. Show the supplier that you are negotiating from a spirit of cooperation. Show that you are honest and trustworthy. Try to meet halfway on something he or she wants. Show your good faith by offering a percentage of payment up front in exchange for a price reduction. Or, if you are confident in the supplier’s quality, consider setting up a long-term contract with an enforceable termination clause that will allow you to opt out if things go bad.

Negotiating Your Way Through StartupIn every business startup, there is one element that will always cause frequent twists, turns, and surprises: the human element. By learning to negotiate and leverage differences effectively, you will have access to a huge amount of additional value that most entrepreneurs never take the time to develop or uncover. And while this article is not a miracle pill, hopefully it will help you take road less traveled, negotiate with openness and honesty, and create a business that’s far greater than what you initially thought was possible.

© Keld Jensen


Article

How to Sell More of EverythingBy Keld Jensen, March 11, 2011

Whether you’re selling products, services, or ideas, every small business owner wants to sell more. The three most effective ways to do this are to connect emotionally, establish credibility, and explain what’s in it for the buyer. Here’s how you can do it.

Get emotional. People buy with emotions and then justify the purchase with facts. What’s the best way to connect with people emotionally? Find out what’s most important to them. When you first meet a potential buyer, do two things: Listen and ask questions. By doing this, you qualify the buyer, establish a rapport by showing interest in them, and uncover information that you can use to connect your product to his or her needs.

Shift your style. People want to buy and do business with like-minded individuals. As a result, the most effective salespeople have the ability to change their communication style based upon their buyers’ preferences. Pay attention to the way your potential buyers talk, the words they use, the way they stand, and the gestures they use, and then emulate their style. Doing so will help you

establish trust and credibility and thereby enhance the persuasiveness of your sales pitch.

Benefit the buyer. Always stress what your product or service can do for the potential buyer. This does not mean listing off the capabilities of what you’re selling. This means explaining why your product’s capabilities will solve your buyer’s problems. Engage your buyer to open up about his or her problems, reiterate to show understanding, and then ask for confirmation that what you said is true. This will set you up in perfect position to explain how your product is the solution. Remember to always think ahead and be prepared for potential objections.

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Article

Use Body Language to Build RapportBy Keld Jensen, Novermber 3, 2010

People don’t buy your products, your services, or your brand. They buy you. Whether you’re negotiating with suppliers, managing staff, or speaking directly with customers, it’s vital that you create congruency between your words, your body language, and your message so that you are sending the signals you intend the listener to receive. If done successfully, you will lay a foundation for honesty, integrity, and fair dealing as a key dynamic in the business relationship. Here are the three most important body language tips to help build rapport:

Establish natural eye contactRefusing to make eye contact communicates discomfort and can even suggest that you can’t be trusted. Natural eye contact demonstrates full engagement and facilitates emotional connection with your listener. If it starts to feel unnatural, glance away for a few seconds and then resume contact to show that you are earnest and actively listening.

Open your handHand and arm gestures enable you to emphasize a specific point. Gesturing palm up, with an open hand, communicates acceptance and inclusion and welcomes the listener to a trusting, two-way

conversation. This movement works well in one-on-one conversations and is particularly effective if you are speaking to a group from the front of a room.

Make distance work for youUsing your personal space is a powerful way to communicate a message. When showing that you care, move closer to your "audience" (whether it consists of one person or 20). If you were originally 10 feet back, take a few steps closer; if you are sitting across the table from someone, lean forward an inch or two. Be aware that shifting away from someone can communicate that you are anxious or lying, although leaning back naturally can display confidence.

The most important thing to remember when using body language is that it should create congruency between what you say and what you do. In other words, it’s not enough just to speak confidently; your body needs to show it, too. While this may come easily to some, it takes practice for most people. Don’t be afraid to try techniques in front of a mirror or to film yourself to make sure your body is delivering the same message your words are communicating.

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Article

Pro Football Bargaining Show How Not to DealBy Keld Jensen, February 2011

Amid mounting distrust, this year’s negotiation between the NFL and the players’ union is set to make the Super Bowl look like a Pop Warner exhibition match.

With the peace broken between the National Football League (the owners) and the National Football League Players Association, this game has taken a major twist. In the process of designing a new Collective Bargaining Agreement that’s suitable to both parties, a number of issues are up for discussion, including revenue distribution, how many games will be played in a season, the health benefits for players, and many others. If both sides can’t come to an agreement by the March 3 deadline, then it’s quite possible there won’t be a 2011 season.

However, contrary to popular belief, the biggest barrier to the NFL and NFLPA completing any deal isn’t a contractual problem—it’s much deeper than that. While most popular media is speculating that the make or break issue is the number of games in the season or the salary cap, here’s the reality: The key to both parties winning this game is the development of mutual trust. Without it, no deal will be done, and the cost to owners, players, fans, and all the workers in jobs related to the industry will be enormous.

Where did the negotiations between the NFL and NFLPA go wrong? There are a number of factors that dissolved the trust. Here are the three that have done the bulk of the damage:

• Negotiation Publicity — Between twitter updates, blog posts, and press conferences, it’s apparent that both sides have plenty to say; they’d just rather say it to an uninvolved third party: the media. They are spending too much time trying to wrestle for public approval, when really the public doesn’t have any say in the matter.

• Negotiation Obscurity — There’s a lack of transparency between both parties. The NFLPA requested to see the “books” of the owners to determine if their request for a higher percentage of revenue was validated. They refused to open them. Additionally, neither side is talking to the other. Before Super Bowl weekend, the last formal, and private, conversation between both parties took place before Thanksgiving.

• Negotiation Absurdity — Rather than engaging in substantive negotiations and working together to expand the number of variables and issues that can be discussed, both sides are trying to expand the number of players involved in the game. The NFLPA recently visited Congress on a “field trip” and the NFL locked in television contracts that pay through a lockout. It feels like this deal has been set up to fail.

So what’s the take away for business pros? Trust is easily broken, but extremely powerful when intact. In order to get the maximum value from any negotiation, agreement, or commercial transaction,

© Keld Jensen


there needs to be a high level of trust between all the parties involved.

Almost every day, every single person on the planet engages in multiple transactions, often with complete strangers, because of trust. This can be seen at the cash register of a local grocery store, during a billion-dollar merger and acquisition, or while simply making an online deposit with a bank. Trust is money. It’s what allows money to flow through the economy and for everyone to make a living. Conversely, when there is distrust between two parties involved in a transaction, it’s highly likely that there will be a negative economic impact.

Based on the mishaps of the NFL and NFLPA negotiation, there are a few business and life lessons to keep in mind when looking to build trust in any potential bargaining situation.

First, private matters should be kept that way. Individuals looking to rack up points with their boss, coworkers, or friends should build trust by being thoughtful and careful about disclosing personal information to others.

Second, it’s a lot easier to avoid potential negotiation fumbles when everyone knows all the details of how the game is going to be played. This starts by talking to each other. If there’s something that can’t be disclosed to the other party, then there should be a legitimate reason for the lack of transparency.

Last, always seek to increase the potential value of the deals by expanding the variables, not the number of parties involved. In studies of over 25,000 negotiations by MarketWatch Centre of Negotiation, it was found that more than 60 percent of all corporate negotiations conclude with a result that is less than originally expected. Through openness, honesty, trust, and a genuine desire to expand the size of a deal on all sides, both parties can walk away with value far bigger than they ever thought possible.

© Keld Jensen


Article

Top 5 Business Deals of 2010 That Hit Your PocketbookThe past year has produced some of the most intriguing business deals of the decade, which boosted (or sunk) the fortunes of CEOs and shareholders alike. Perhaps the most relevant question, however, is what impact these transactions will have on consumers. Here are the Top 5 deals of 2010 that, for better or worse, will change the way you spend your money.

By Keld Jensen, December 31, 2010

1. Netflix and EPIXThe five-year deal, rumored to be worth about $1 billion, gives viewers access to movies produced by Paramount, MGM, and Lionsgate. As a result of the expanded selection, the prices of Netflix plans with streaming video and DVD mail rentals went up, but not by much. Two of the basic plans increased by $1 a month. However, a little increase can go a long way. If, on average, each subscriber is paying $1 more, in five years that will amount to $960 million in addi-tional revenue to Netflix, virtually paying off the ac-quisition of the online rights. When the pluses and minuses are reconciled, the result is a net gain for the consumer—the 16 million Netflix subscribers get a huge return on their small investment in the form of thousands of additional film choices from the li-braries of these leading production companies.

2. Walmart and HumanaWalmart’s “Save Money, Live Better” philosophy has struck again, this time by entering into a joint pro-

gram with Humana Inc. to offer a Medicare Part D prescription drug plan for seniors. The Humana Wal-mart-Preferred Rx Plan charges a monthly premium of $14.80 to buy the insurance, which makes it the lowest Medicare prescription drug plan in the na-tion. The plan saves the typical Medicare beneficiary as much as $450 a year on premiums and costs less than half of the typical Part D plan. While the Wal-mart plan has a $310 annual deductible and does not cover the “doughnut hole” coverage gap, it is still a great deal for most consumers.

3. Hewlett-Packard and PalmWhile Apple’s iPad garnered much of the attention in 2010, HP’s $1.2 billion acquisition of Palm should offer consumers more choices and help keep prices down in the smartphone and tablet markets. HP outmaneu-vered several rivals, including Apple, Research In Mo-tion (maker of the Blackberry), and Google, to gain a toehold in the mobile device market. HP now owns Palm’s patents and can utilize its talented technical staff to develop smartphones and other products us-

© Keld Jensen


ing its proprietary mobile operating system. Competi-tion in this area promises to be fierce, with the intro-duction of Microsoft’s Windows Phone 7, which is just hitting the store shelves, as well as Apple’s iPhone and Google’s Android. The benefit to the consumer is not immediate but will take the form of lower acquisition costs of new products down the road.

4. Continental and United Airlines

When United bought Continental for $3 billion in early May, they created the world’s largest airline and took one less player out of the airline industry. Any time competition is reduced, there tends to be an upward pressure on price. During December, American Airlines, United Continental, Delta, and Southwest all raised their round-trip ticket prices by about $10. However, price increases are also being seen in the form of baggage fees, fare lock-in fees, and various other surcharges. While this makes it dif-ficult to measure the total increase in the cost of fly-ing, one thing is sure: Everyone is paying more to fly.

5. News Corp. and Time WarnerIn January 2010, News Corp. negotiated with Time Warner Cable, demanding that it pay $1 for each subscriber to the Fox Broadcasting Network. Although the end result was not disclosed, Time Warner Cable announced in January that its prices would go up. This negotiation is a sign of things to come as more and more networks battle with broadcasters for extra pennies per subscriber. Undoubtedly, consumers can expect to continue to see the price of cable packages go up. According to CNN, cable prices increase by about 5 percent every year, which means that the average cost could rise to $95 a month in five years.

As seen through these examples, competition and innovation benefit the consumer with a great product at a competitive price. It’s when the competitive environment shrinks or business methods become stale that the customer gets a raw deal. In the wake of a bad business deal, consumers should never be afraid to exercise their right to walk away and seek new alternatives.

© Keld Jensen


TRUST is a precious commodity in commercial transactions. Analysts have suggested that the events of the last two years—corporate scandals, oil spills, and a global economic downturn—have eroded consumer trust in the business community. Our goal is to learn how readily corporate cul-ture adheres to ethical standards, and whether individuals feel the state of ethics has changed in recent years.

This survey is being conducted by The MarketWatch Centre for Negotiation A/S - an international consulting firm at the University Of Copenhagen. The results will appear in Prof. Keld Jensen’s upcoming book, The Best Policy: Reinstating Trust in Commercial Transactions. Individuals who participate will have access to survey results upon publication. Please contribute to the generation of reliable knowledge regarding transparency in commercial transactions by completing this short, multiple-choice questionnaire. These 6 questions require no extended responses, and should consume no more than 2-3 minutes of your time. Your feedback is highly valued, and necessary in rein-vigorating the concept of trust in contemporary corporate culture. All information provided is strictly confidential and serves solely research purposes.

Take the survey and see the results at: http://www.keldjensen.com/research.html

Are you willing to violate your code of moral and ethical standards in order to advance professionally?

© Keld Jensen


Testimonial

© Keld Jensen


peRSUASive pReSenTATionSInfluencing Decisions, Affecting Outcomes, Getting ResultsAcanthus Publishing, 2011 ISBN: 978-0-9842173-6-6 $9.99 139 pages

This eBook, part of the SMARTnership™ Negotiation Se-ries, offers businesspeople a refresher course on the basic skills of presenting from the podium. In the 21st century, corporate climate presentation skills can make or break a career. Whether you are currently in a cubicle or the board-room, you must be able to communicate your ideas and make an emotional connection standing before a group of co-workers, prospects, financiers, or vendor partners. This eBook will enable you to give strong, effective, and impact-ful presentations so that you are getting the recognition you deserve and the results you want.

It has become mandatory for businesspeople to develop the ability to persuasively present their ideas, products, and strategies and obtain the buy-in of an audience of decision makers. This eBook shows you how to gain the respect and attention of your audience so that you are confident, clear, and credible. It addresses the vital skills of successful business speaking, including:

• Delivering from the podium• Reaching your audience • Choosing the right presentation style• Preparing to present• Structuring your presentation• Managing questions• Using visual aids to strengthen your content

inflUenTiAl coMMUnicATionGetting More of What You WantAcanthus Publishing, 2011 ISBN: 978-0-9842173-5-9 $9.99 131 pages

Part of the SMARTnership™ Negotiation Series, this eBook focuses on the fundamental communication skills that every business professional needs to succeed. Whether you are meeting with prospective clients, working on a team project with coworkers, negotiating contract terms, or simply conversing over the watercooler, you need to be able to get your thoughts across and make a meaningful connection with your listener. This book shows you how to position yourself for success so that you get what you want out of your professional relationships.

This eBook shows you how to optimize the clarity and impact of your communication by creating congruency in your words, your tone, and your body language and then adjusting your delivery or your content to accommodate the listener’s preferred method of receiving information. By customizing what you are saying to the other person’s preferred style, you can quickly build rapport, establish trust and credibility, and enhance the clarity and persuasive value of your message.

The most successful businesspeople are self-aware enough to have an understanding of how they learn, process information, react to circumstances, and how this knowledge shapes their ability to read and influence others. This book discusses a wide range of necessary skills, such as:

• How to listen effectively• How to engage your counterpart and build trust • How to customize communication for individual

preferences • How to properly send and interpret body

language signals • How to establish rapport so that you are making

the connection • How to assert yourself so that you are decisive

and confident

Being able to communicate effectively across the table or in front of the room is a vital skill that ranks among the most important for people emerging into leadership positions. Using the power of influence is a key factor in progressing through the ranks of any organization. This eBook will prepare you for the journey toward the next evolution of your professional self.

eBooks

part of the SMARTnership™ negotiation Series from Keld JensenAvailable now at KeldJensen.com in pdf format or at Amazon.com in Kindle format.

© Keld Jensen


TRUST fAcToRNegotiating for Mutual Gain

In this groundbreaking book, Jensen demonstrates the mind-set, tactics, and communication skills that corporate leaders must master in order to greatly expand the possibilities and financial returns of their business dealings. Using a brilliant mix of instructional commentary, sample dialogue, and case studies drawn from real-life scenarios, Jensen provides an essential play-book for successful deal-making that a savvy corporate negotiator cannot be without.

The TRUST fAcToR:negoTiATing foR MUTUAl gAin

coming Soon from palgrave Macmillan!

© Keld Jensen

www.keldjensen.com32 www.keldjensen.com

Documents

Keld Jensena0952b37599bd2bf7c28e5121a54ea110fa7087e.web26.temporaryur… · Keld Jensen demonstrates the mindset, tactics, and communication skills that corporate leaders must master