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The Art of the Ask

How Women can Negotiate More Effectively in any

Situation

Presented by:

Lorraine Marchand, MBA, President, BioSpark LLC and

James Walters PhD, Co-Principal, QUAD2 Consulting

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Conference Theme & Objectives

Leadership Impact Delivered:

– Innovate: Harnessing Your Creativity

– Orchestrate: Driving the Vision

– Perform: Execute Productively

Leadership Conference Objectives:

– To build leadership skills, perspective, knowledge and connections

– To strengthen your leadership skills

• To help you meet your company’s objectives

• To contribute to your professional goals

– To Make it relevant for you

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Leadership Conference Workbook:Making it Relevant

• Seminar Section

– Art of the Ask

• Lorraine Marchand and James Walters

• Next Steps Section

– Leadership Impact Planner

• What are things you want to remember?

• What would you would like to do more of, better or differently…?

• What would you share with a colleague, friend, coach or mentor…?

• What do you want to do on Monday when you return?

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Art of the Ask Agenda

– Welcome and Introductions (10 minutes)

– Overview, Objectives, Expectations and Ground Rules (15 minutes)

– Knowing Yourself and Your Negotiating Partner: Assessment Tools to Gauge Negotiating Styles (30 minutes)

– “Negotiating Prescription: How to Plan a Negotiation” (50 minutes)

• Working Session: Preparing a Negotiation

• Group Discussion and Feedback

– Case Presentations and Learnings (10 minutes)

– Closing Remarks and Adjourn (5 minutes)

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Art of the Ask

– Welcome and Introductions

• Best and Worst Negotiating Experiences

– What Lessons Can We Learn?

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Art of the Ask

– Overview

• Gender Differences in Negotiations , Linda Babcock, PhD, Carnegie Mellon

» Men: 4x more likely than women to negotiate a starting salary

» “Reluctance to ask” contributes to glass ceiling

» Women describe negotiations as “scary;” men as “fun”

» Women negotiate better on behalf of someone else

» Combativeness works for men not women

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Art of the Ask

– Overview

• Conclusions of Babcock’s Work

» Lack of recognition of negotiating environment

» View conflict as negative—relationship vs outcomes

» Lack of preparation

» Perception of negotiation as zero sum vs variable sum game

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NEGOTIATION’S PLACE AMONG STRATEGY OPTIONS

Negotiation strategy is a function of power, time and trust.

The interplay of power, time and trust is illustrated below, with the consequent suggested strategy.

If YOURPOWER is TIME is TRUST is

Then your

SUGGESTED STRATEGY is

HIGH LONG HIGH PROBLEM SOLVE

HIGH LONG LOW COMMAND

HIGH SHORT HIGH COMMAND

HIGH SHORT LOW COMMAND

EQUAL LONG HIGH NEGOTIATE

EQUAL LONG LOW NEGOTIATE

EQUAL SHORT HIGH NEGOTIATE

EQUAL SHORT LOW NEGOTIATE

LOW LONG HIGH ACCEDE OR DEFER

LOW LONG LOW WITHDRAW

LOW SHORT HIGH ACCEDE OR DEFER

LOW SHORT LOW WITHDRAW

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Art of the Ask

• The Art of Leverage

– Appreciating Your Negotiating Posture and Knowing How and When to Change the Dynamic to Influence the Other Side

– “The appreciation of mutual self-interest in negotiations is at the very heart of positional advantage” (Howard Matalon, Esquire)

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Art of the Ask

– Overview

• Babcock’s Prescription

» Decide what you want and what your limits are

» Identify obstacles

» Prepare, prepare, prepare

» Define best alternatives

» Don’t wait until you’re desperate

» Establish a goal

» Ask for it

» Stay calm

» Seek win-win

» Bounce-back

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Art of the Ask

– Objectives and Expectations

• Workshop will present tools for women to more confidently anticipate, plan and conduct negotiations. You will:

– Use tools to enable you to better understand communication and negotiation and that of a negotiating partner

– Use a negotiation model to prepare a plan for an upcoming negotiation

– Present your plan to a learning group and get feedback

• Result: Proactively and confidently manage your next negotiation

We only have 2 hours, so please get the most out of this investment in yourself by turning off electronic devices. Also no formal breaks are scheduled; so, break for yourself as needed.

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Art of the Ask

– Knowing Yourself and Your Negotiating Partner: Using Assessment Tools to Gauge Negotiating Styles

• Myers-Briggs

• Negotiating Style Self-Assessment

• Shell’s Style Impact Matrix

• Learning Group Exercises

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Art of the Ask

– “Negotiating Prescription: How to Plan a Negotiation”

• Working Session: Preparing A Negotiation Strategy & Plan

• Group Discussion and Feedback

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Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear

Extraversion

• Verbal • Accessible and open

• Action oriented • Extensive interests

• Interacts with others • Outwardly directed

● do - think - do

Introversion

• Independent • Able to work alone

• Diligent • Thinks before acting

• Listens well • Reflective

▪ think - do - think

Sensing

• Realistic • Memory for detail/fact

• Careful, systematic • Patient with routine

• Practical • Enjoys the present

▪ Tactical

iNtuiting

• Imaginative • Rapid insights

• Sees global picture • Solves novel problems

• Seeks possibilities • Futuristic; visionary

▪ Strategic

Thinking

• Logical, analytic • Objective

• Just • Stands firm

• Critical ability • Organized

Feeling

• Considers others • Understands needs

• Demonstrates feeling • Persuades, inspires

• Compassionate • Creates harmony

Judging

• Decisive • Plans ahead

• Exercises authority • Orders, organizes

• Sustains effort • Systematic, orderly

▪ act sooner rather than later

▪ course-correct if/when necessary

Perceiving

• Spontaneous • Open minded

• Understanding • Curious

• Flexible, adaptable • Tolerant

▪ hold off pending more information

▪ wait till we can do it right

“Speed-Reading People” Using Myers Briggs

Art of the Ask

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Art of the Ask

Talking In TypeTalking with Extraverts

◦ Show as much energy and enthusiasm as you can.

◦ Respond as quickly as you can without long pauses

◦ Allow for talking out loud without definite conclusions

◦ Communicate openly – don’t censor

◦ Focus more on the concrete external world

– people & things – less on ideas

Talking with Introverts

◦ Include time to get comfortable with you

◦ Encourage responses with questions like: “What do you think about

….?”

But not too many questions

◦ Allow for thinking-pauses; don’t expect immediate answers. Sending

agenda ahead is a good idea.

◦ Have more individual/ 1-on-1 activities Rather than group

◦ Don’t assume disinterest just because response is slow in coming

Talking with Sensors

◦ Show evidence; facts, details, examples

◦ Be practical & realistic; show successful applications

◦ Have a well thought-out plan with details worked out in advance

◦ Be direct

◦ Be orderly – show the steps involved

Talking with Intuitives

◦ Present the concept, the main idea, first.

◦ Don’t give lots of detail unless asked for

◦ Indicate the challenges, possibilities, and the difference your idea will

bring/make

◦ Delineate the long-term benefits

◦ Show the non-routine/ unique aspects,

◦ Be aware that work may come in bursts not an even flow

◦ Don’t burst the bubble; encourage their imagination

Talking with Thinkers

◦ Be brief and concise

◦ Be logical and don’t ramble

◦ List the pros and cons of alternatives

◦ Be intellectually rigorous & objective

◦ Be calm and reasonable

◦ Don’t assume feelings are unimportant, but they’re valued differently

◦ Present emotions & feelings as facts to be weighed in the decision

Talking with Feelers

◦ Get to know the person before getting down to business

◦ Be personal and friendly

◦ Demonstrate empathy by presenting areas of agreement first

◦ Show why the idea is valuable and how it will affect/benefit people

◦ Be aware that “Fs” have difficulty being critical and giving negative

feedback

◦ Pay close attention to the process & body language: how you’re

communicating, not just what

Talking with Judgers

◦ Present a timetable & stick to it

◦ Don’t surprise the “J” – give a heads-up

◦ Allow time for preparation

◦ Show that you also accomplish things & can be counted on to

follow through

◦ Show your achievements & results

◦ Take a stand; don’t be wishy-washy

Talking with Perceivers

◦ Allow for things to flow, not just follow your schedule and agenda

◦ Bring in new information & ideas to consider

◦ Allow time for thorough discussion; to the “P” complexity is a positive

◦ Allow for options, changes, and apparent change of mind

◦ Encourage autonomy

◦ Realize that change in direction or decision is not necessarily

impulsiveness

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Art of the Ask

How likely are you to do each of the following when NEGOTIATING?

Questions 1-15

Very

Unlikely

Unlikely Neither

Likely nor

Unlikely

Likely Very

Likely

I’ll come up with a plan so that I can steer the negotiation to go my way.

I’ll present information, when negotiating, even if it doesn’t necessarily always support my position.

I’ll propose a place in the middle where we both can meet.

I’ll try to see things from the other person’s viewpoint and be considerate of their needs.

Rate your level of agreement with each of these statements.

Questions 16-25

Strongly

Agree

Agree Neither

Agree nor

Disagree

Disagree Strongly

Disagree

In every negotiation, both sides have to give something up to get something in return.

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Art of the Ask

Recent research by Professor G. Richard Shell of the Wharton School of Business, University of

Pennsylvania, identified 5 common negotiation styles and how those styles interacted

(summarized below). First, understand why it is important to know what mix of negotiation

styles you have. Next, make as best an informed judgment about the style(s) of others involved

in the negotiation.

According to, the outcomes (Good or Bad) that these negotiation styles produced when two

people (A and B) interacted together in a negotiation were likely to be:

Avoider

(B)

Compromiser

(B) Accommodator

(B) Competitor

(B) Problem –

Solver (B)

Avoider

(A) Good Bad Bad Bad Bad

Compromiser

(A) Bad Good Good Bad Good

Accommodator

(A) Bad Good Good Bad Good

Competitor

(A) Bad Bad Bad Good Good

Problem –Solver

(A) Bad Good Good Good Good

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NEGOTIATION’S PLACE AMONG STRATEGY OPTIONS

Negotiation strategy is a function of power, time and trust.

The interplay of power, time and trust is illustrated below, with the consequent suggested strategy.

If YOURPOWER is TIME is TRUST is

Then your

SUGGESTED STRATEGY is

HIGH LONG HIGH PROBLEM SOLVE

HIGH LONG LOW COMMAND

HIGH SHORT HIGH COMMAND

HIGH SHORT LOW COMMAND

EQUAL LONG HIGH NEGOTIATE

EQUAL LONG LOW NEGOTIATE

EQUAL SHORT HIGH NEGOTIATE

EQUAL SHORT LOW NEGOTIATE

LOW LONG HIGH ACCEDE OR DEFER

LOW LONG LOW WITHDRAW

LOW SHORT HIGH ACCEDE OR DEFER

LOW SHORT LOW WITHDRAW

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Art of the Ask

Principles And Approaches To Effective Negotiation

• Use this document as your source reference when completing your planning checklist

Negotiation Planning Checklist

• Use this worksheet to plan for your upcoming negotiation

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Art of the Ask

– Case Presentations and Review of Learnings

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Art of the Ask

– Closing Remarks

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Art of the Ask

For more information or to request digital copies:

» Lorraine Marchand, President, Biospark LLC

» lmarchand@biosparkllc.com

» James Walters, Co-Principal, Quad2 Consulting

» quadtwo@hotmail.com

hbalc.i-site.com

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