effective leadership & motivation soft skills training for women in construction
TRANSCRIPT
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Effective Leadership & Motivation
Soft Skills Training for Women in Construction
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Learning Objectives… Understand the importance of the influence and negotiate for your
working well-being
Review a range of strategies available to influence, negotiate, build and manage relationships
Share ideas and practical tips for immediate use
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Influence & Negotiation…
“The power to produce an effect, the ability to affect person’s character, beliefs or actions.”
“Interaction that occur when two, or more parties, attempt to agree on a mutually acceptable outcome in a situation where
their preferences are related in a negative way.”
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Why do we need to INFLUENCE & NEGOTIATE? Balance of power
Different interests
Need to live with others
Long-term consequences
Building the right image
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Influencing skills The difference between influencing and manipulation
Influencing is creating a change in behaviour, attitude, opinion or perception
Manipulation is creating a change in behaviour, attitude, opinion or perception with no regard for other outcomes
Avoiding manipulation - we should always seek to influence by dovetailing our objective or outcome with the other persons’ outcomes
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History There are many changes in the past that have contributed for the
improving of women’s economic status (in America women make 75 cents out of every dollar a man makes)
In the UK men earn quarter of a million pounds more than women in their lifetime
Women don’t ask, or wait too long, to ask for better working conditions Studies show men asked 8 times more often for a higher salary than
simply accepting the initial offer Men and women start, more or less, on similar salaries, but over the
years, the difference in the earnings increases
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Do women differ?
Compared to men, women often don’t see negotiation as an opportunity for improving a given situation
Women worry about the impact of their decisions
They feel bad or uncomfortable at the thought of negotiating
Both genders consider competitive nature in negotiation (i.e. aggressive) as an unfeminine behaviour
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Pack up & go home? Listening and affirming Perspective taking Creativity Sensitivity Research orientated Willingness to ask questions and hear the answers More collaborative approach in general All of the above have been identified as key female traits
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Getting results - options…
Imposed - I decide
Consulted - I seek opinion and then I decide
Negotiated - We decide (mixed power)
Working towards a “win-win” situation
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What is negotiation?Conferring with another in order to compromise
The outcomes of negotiations
Strategy
Negotiation and the influencing process
Planning your negotiations
Techniques during negotiations
Understanding the other persons’ communication
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Outcomes Generally speaking there are 3 possible outcomes from negotiation:
A. Win-win situation - requires two-way communicationB. Win-lose situation - creates an “we” and “they” situationC. Lose-lose situation – the objectives of neither party are met
The key in achieving outcome A is knowing the outcome you want to achieve from the beginning.
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Setting outcomes Identify and define the outcome that you want, state it positively
Create a clear vision/picture of it by using colours
Create any sound that you need to go with it
Imagine and decide the feelings that you want to stimulate with it
Prepare your best case and worst case scenario, but not in the same way as your preferred outcome
Identify and define the possible benefits from the results
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StrategyPresumably your outcome is a WIN-WIN situation
Find out the other peoples’ outcome, ask them the same questions: what will they see, what will they hear, what will they feel
Link your outcome to their interests, concentrate on their interests and the courses of action that they could take to satisfy those interests, and which are the ones that would most likely result in the outcome you prefer
Generate possibilities, generate as many options or courses of action as possible that may be available to the individual(s)
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Planning your negotiations Planning is the foundation for successful negotiations Remember your resourceful state Separate the facts and opinions Choose neutral environment Assign appropriate amount of time to the meeting Set a range of potential objectives, rather than a single point Gather as much information as possible on the individuals that are to be
influenced, their values, beliefs (if possible), interests and link them to the benefits
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Negotiation Techniques Establish rapport
Aim to keep the other person in a positive frame of mind
Validate their proposal and detect their intentions
• Example: “That’s a good point, if I were in your shoes that would be important to me.”
(then restate their position, clarifying the outcome and detect the intentions (watch for any
nonverbal signs)
Show respect for others’ feelings, opinions, values and beliefs, even if you disagree
Never ridicule, insult, blame or accuse
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Control your emotions, but don’t be totally unemotional
Logical reasoning - use a well reasoned case to support your argument without pushing the other person in the corner
Place yourself in the other persons’ shoes
Ask: “What would have to happen for... this... to happen?”
Label questions or suggestions e.g. “Let me ask a question…” or “Let me make a suggestion…”
Negotiation Techniques
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State reasons for making a proposal, then make the proposal. This is important! If you give a reason any objection will be focused on the reason and not on the proposal.
Let people make up their own mind Express feelings: e.g. “I’m feeling concerned about…” Emphasise on the areas of agreement Ask for time out if you need to think about some new option that has arisen If you get stuck:
A: do something else
B: use the “AS IF” technique
Negotiation Techniques
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Understanding the way others communicate
When we know that a person communicates in a certain way, we can adjust the way we present information and elicit information from them
The result is usually beneficial for influencing and communicating
We can adjust our language so that we blend with the other person
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Negotiation Stages Structure
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Stage 1: Planning – the power stage
Define the problem/opportunities
Determine goals and objectives (yours and others)
Best Alternative to a Negotiated Agreement (BATNA)
Determine the bargaining mix
Focus on the outcomes
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The outcomes…Tangible
Raise, price, delivery, quality, guarantees
IntangibleMaking the other person or yourself happy
“Winning”
Being fairPreserving your reputation/Integrity
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Stage 1: Planning continues… Determine authority to negotiate
Know thyself, and plan accordingly
Research - knowledge is power
Determine the structure, but not the order
Be ready for things to go wrong
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Stage 2: Opening
Reaffirm desire for mutually beneficial outcome
Get concerns or negativity out in the open
Have a rationale for your opening bid
Start as you plan to continue
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Start as you plan to continue… Show respect for the other person's opinions
If you are wrong, admit it quickly and emphatically
Let the other person do a greater deal of the talking
Let the other person feel that the idea is his or hers
Make sure you really try to see things from the other person's perspective
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Stage 3: Bargaining
Separate people and problem
Understand concessions patterns
Understand and use the range of influence techniques…
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Influence - approaches…
Reason
Inspire
Feel good
Deal/favour
Authority/force
Ask
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The power of questions…
Recap on a situation Establish the other persons’ views/positions Gain interest Keep the other person involved and maintain his/her
interest Check progress and understanding Clarify what has been agreed upon and close the
negotiations Lead to a “Yes”
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Stage 4: Closing
Be clear on what has been agreed upon
Remember face saving
No celebrations!
Minimize upsetting other people (if necessary)
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Stage 5: Implementation
Make it part of the bargaining mix
Write it down
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Distributive Negotiation Tactics Win-Lose negotiation
Short-term (incompatible goals)
Emphasizing tangibles
Relationship is not a factor usually
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Integrative Negotiation Tactics
Win-win negotiation (collaborative)
Long-term goals, underlying interests that may be compatible
Emphasizing intangibles
Relies on trust
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Be nice to people, but decisive with the problem
Attack the problem together
Focus on interests, and not on positions – “Why?”
Develop objective criteria to identify a “good” solution
Make sure you have enough time!
Listen effectively
Integrative Negotiation Tactics
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Tips on Influencing & Negotiating
Know what you want
Understand the expectations
Be persistent and consistent
Give, in order to receive
Pay attention to people
Expect a lot
Build a positive atmosphere
Promise a lot, deliver more
Give people what they want
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Control your emotions, don’t let your emotions control you
Learn to cope with change
Consider the emotions of the other person
Remember the power of silence
Don't criticize, condemn or complain
Tips on Influencing & Negotiating
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Influencing - creates a change in behaviour, attitude, opinion or perception
Manipulation - creates a change in behaviour, attitude, opinion or perception, with no regard towards other outcomes
Difference between Influencing & Manipulation
Influencing
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When you dovetail your outcomes with the person you are hoping to influence, your chances of influence are increasing significantly.
When you seek to influence with only having your own outcome in mind, then you leave yourself wide open to resentment, recrimination, remorse and revenge.
In order to avoid manipulating, we should always seek to influence by dovetailing our objective or outcome with the other person’s outcomes.
Dovetailing your outcomes
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7 skills/attributes for influencing
1. Trust & Integrity - admit mistakes and apologise. Distance yourself from anything that may be regarded as untrustworthy.
2. Presence - use your voice, be confident.
3. Credibility - lower your voice, speak slowly. Be consistent, be prepared to justify why you do things and who you are.
4. Group or Team instinct - whether we like it or not, we are highly influenced by the group that we identify with. Using phrases like “the team would like” rather than “I would like” is more powerful.
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5. Avoid loss - presenting things in a way that demonstrates loss if they don’t act.
Most people are motivated to hang on to things that they fear might be lost, than to be motivated by things that they haven’t got yet.
6. Building commitment - encourage people to make small commitments, don’t try to engage people on huge marathons. A small commitment could be easier to achieve.
7. Story telling - everyone responds to a story, it might be insignificant, but if you are trying to make a point build it and link it to a story.
7 skills/attributes for influencing
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Getting results - options
Imposed – “I decide”
Consulted – “I seek opinion and then I decide”
Negotiated – “We decide” (mixed power)
Working towards a “win-win” situation
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HIGH HEELS PROJECTLeonardo da Vinci –
Transfer of Innovation
2012-1-BG1-LEO05-06924
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This document may not be copied, reproduced, or modified in whole or in part for any purpose without written permission from the High Heels Consortium. In addition an acknowledgement of the authors of the document and all applicable portions of the copyright notice must be clearly referenced.All rights reserved.
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Transferring the University of Salford’s award winning training programme: “‘Women and Work: Sector Pathways Initiative” (2010)