Project Management

Reflection and Excitement

Christoffer EllehuusA message from Christoffer
Ellehuus – Head of Strategy Execution

As I’m sure many of you have done these past weeks, I too have
been reflecting on the 2019 year with excitement about what’s
ahead for 2020. Mostly, I look back with excitement about our
innovations this year to elevate the impact of our learning
solutions for individuals, teams, and entire organizations. And
I’m equally excited about 2020 and the impact we will have as we
join forces with Korn Ferry.

Three things stick in my mind:

1: We set out this year to make significant improvement
in our digital learning offering and learner experience and we
absolutely did.

While instructor-led training in the class-room remains a
critical part of our offer, we also know that professionals are
increasingly consuming digital learning as it allows flexibility to
consume learning when and where it is most needed. This year we
digitized most of our content so that you can consume almost all
our training either live or digitally. We also launched The HUB
our new learning experience platform – as the destination to
access e-learning, over 500 new pieces of microlearning, assessment
tools, and insights from experts. At the heart of this platform is
improving the learner experience and usability as part of
day-to-day workflow, so that more knowledge is gained and

2: We continued our mission to help build the creative
and adaptive mindsets that are critical to successfully execute on
strategic projects in the new workplace.

This is why we launched the
Adaptive Strategic Execution Program
with Duke Corporate Education in 2018 – to create leaders who are
prepared when objectives and market dynamics seem increasingly
volatile and where work is mostly done through networks and
influence. Across 2019 the number of learners and Adaptive
Execution certificate graduates increased more than 10x. Together
with great learner and client feedback we are proud and excited
about the impact this program is having and look forward to
partnering with even more organizations and learners this year.

3: As you hopefully gathered from our communication,
earlier in the fall we were acquired by Korn Ferry – the
world’s leading organizational consulting firm.

We are very excited to be a part of the Korn Ferry family and the
opportunities this creates for our clients. The impact potential we
now have when we combine Strategy Execution’s training with Korn
Ferry’s world-class organizational consulting, assessment, and
professional recruiting capabilities.

I’m looking forward to sharing with you very soon how we will
be able to even better help you build project execution skills and
accelerate digital transformation initiatives.

To all those whom we have worked with in 2019, thank you for
support and as we start 2020 I’m excited for our future

Christoffer Ellehuus

This post first appeared on PMO
Perspectives Blog

Project Management

Asking the Right Questions on Accessibility: The Five W’s

As leaders and accessibility champions, project managers can play a
key role in helping with accessibility by removing barriers faced
by persons with disabilities as we design products, devices,
services and environments.

Project Management

Communication Management Techniques Every PM Should Know

Communication is the foundation of every good relationship,
friendship or partnership. It’s fundamental to the way projects
work, too. Without good communication, things can become
overcomplicated. Remember the old Abbott and Costello sketch,
“Who’s On First”? It’s a timeless illustration of a
communication breakdown—now imagine that happening over a
year-long project. Frightening!

Even if you’ve built an airtight project plan, you’re not
getting past your first milestone without proper communication

What is Project Communication?

Project communication is the process of identifying key
information that will be shared with team members and stakeholders
throughout a specific project. This includes listing out
stakeholders and identifying team members that will be on project
communications. It’s key to outline out how communication
recipients will receive project updates, the frequency they’ll
receive it, as well as the points during the project they’ll
receive it.

As you develop your
project plan
, you’ll need to create your communication plan
that goes along with it, so everyone has necessary context and can
do their job effectively at each step.

Your points of communication, along with your list of
communication contacts, will be in between each of those steps as
you’ll need to get their edits, comments and ultimately, their

Why is Communication Management Important?

Communication management is everything. You can’t just create
a project plan and hope everyone sticks to it. Once you create the
plan and get everyone on board, either you or a key contact you
assign should be the one managing the plan throughout the entirety
of the project. For example, a project manager can manage the
deliverables on the agency side, and an account manager can manage
all communications on the client-side, working as a tag-team to
make the project successful.

To ensure solid communication management throughout a project, a

communication management plan
should be created. The benefits
of a communication management plan are five-fold:

  • A written framework that both client/stakeholders/team members
    can reference. This can help in case there is any need for
    mediation—you have a written paper trail you can refer back to.
    It can also be beneficial for accounts payable to reference in case
    there are gaps in time tracked for the project.
  • The plan itself will manage expectations from stakeholders to
    not anticipate a finished project before the deliverables have been
    tested for quality assurance.
  • The points at which communication is shared allow both
    stakeholders to provide valuable feedback to the project process as
    well as the final product, and give team members a chance to
    brainstorm ideas together, bridging the divide between the two
  • It allows all involved to better discover risks and issues
    early on.
  • It helps to eliminate the need to hold unnecessary meetings on
    the books, saving both time and money.

Understanding why communication management matters might sound
like a given for any organization. But you would be surprised.

205.6 billion emails
are sent every day, worldwide, yet only a
third of those are actually opened. Additionally, recently
published a
that showed communication barriers across corporations
in the United States and the U.K. cost corporations $62.4 million
annually, on average in lost productivity. On the flip side, that
same report showed “companies with leaders who possess effective
communication skills produced a 47 percent higher return to
shareholders over a five-year period.”

Communication can be bolstered by having an online project
collaboration tool, like lets managers roll out project plans, and then
disseminate information to team members at the right time for the
right task. Tasks allow for comments, attachments, embedded links,
descriptions, to-do lists and more, so everyone gets the directions
right the first time.

screenshot of task list in projectmanager.comTask management tools
make it easy for project teams to communicate efficiently.

Tips & Techniques for Better Communication Management

So, now we understand why communication management matters. But
how do we do it in a way that effectively cuts down on lost
productivity time?

Here are some tips & techniques to ensure your communication
management plan is performing at optimal levels.

  • Include a description of the project landscape in your
    original plan:
    Give your project a background including
    the organization’s short-term and long-term goals, who your
    stakeholders are, who your team members are, how much budget will
    be involved, what resources you will need and how much time the
    project is expected to take. Include objectives as well as the
    project vision to ensure that the background isn’t just an
    outline, but a robust, fully-developed and communicated plan so
    that you can better generate project buy-in.
  • Assign an owner of the communication process:
    As we previously mentioned, when you’re an agency working with a
    client, your communications owner is typically going to be the
    account manager. If your project is internal with a more
    centralized stakeholder team, then your communications owner can be
    the VP of Operations, the VP of Development or even the project
    manager themselves.
  • Include a review process: At which points will
    you send out communications? How often? How many milestones will be
    involved, and what data sets are necessary for a performance
    review? Setting up a formalized review process will ensure that no
    one will miss a beat when it comes time to assess the project.
  • Set up a system for messages to be delivered:
    Are you using a project
    management software
    or Microsoft Excel? Will you be
    communicating by Slack, Skype, or just email? Include all of this
    in your plan so that everyone knows the best way to make
  • Manage your meetings: This pairs along with
    creating a stakeholder
    management plan
    . Meetings can be a waste of time (and a lot of
    the time, they can be better said in an email). Make sure your
    meetings only include the stakeholders who will be involved in the
    decision-making process and then create an agenda for each meeting
    for everyone to follow. This will help the group to stay on task
    and on topic.

Communication Management Don’ts

There are many ways in which good communication management can
save your project from disaster and keep everything working at
optimal levels. But what happens when leadership (or the project
communication owner) displays ineffective methods of, well,
communicating? Your project can quickly fall into peril.

Here are some communication management faux pas to avoid:

  • Don’t be passive-aggressive: This one should
    be obvious, but you’d be surprised. Refusing to speak directly to
    a co-worker, team member or stakeholder can limit the project’s
    progress entirely. Passive aggression can also look like one is
    avoiding a task or a project because of the people involved.
    Passive aggression in the workplace can be the cause of missed
    deadlines, wasted time, lost revenue and more.
  • Don’t micromanage the project process:
    Micromanagement is damaging for any work environment in a myriad of
    ways; it increases health risks, affects employee turnover,
    decreases productivity and slows down project progress. Trust your
    team members and your stakeholders to deliver results on time and
    on budget, and you’ll see a happier, more effective product
    outcome, too.
  • Don’t rely on electronic communications:
    A lot can be lost over text or email. You miss out on facial
    expressions, tone of voice, and can thus misunderstand what is
    being requested. Additionally, while meetings slow down workplace
    productivity, a deluge of emails can have the same effect. Remember
    that the best ways to communicate, especially during project
    milestones, are face-to-face.
  • Don’t forget to document everything: The
    only way to properly review the success of a project is by looking
    back at the data via documentation. With documentation, you can see
    who did what, which tasks were delivered when, and how much the
    project cost overall. Helps with Communication Management

Communication management isn’t easy. The most effective
leaders are personal, rely on specific documentation for informed
decision-making, delegate often and speak with as much clarity as
possible. has the
tools you need to make communicating across multiple levels easy
and efficient, so no time is wasted and no words are minced.

Collaborating with team members has never been this simple with
our cloud-based
Gantt charts
. Assign tasks and their due dates, link them to
dependencies and see it all in one screen. Plus, team members,
stakeholders and partners can upload documents, deliverables and
comment on any task at any stage of the project if you so

gantt chart screenshot projectmanager.comGantt charts clearly
outline project plans so everyone sees what’s next. is great for teams looking to communicate
more effectively. When one team member updates a task,
notifications are sent to the right people at the right time. Not
only that, but it makes the review process easy with our all-in-one
performance tracking summary page. Teams can see what everyone is
working on, and if they need any help.

team feature screenshot in projectmanager.comTrack your team’s tasks
across all of their projects and see if anyone needs help or a

Managing communications for the duration of a project is never
simple. But with, you’ll unlock award-winning
software that’s committed to helping teams collaborate
effectively across multiple platforms. Sign up for our free
30-day trial today.

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Communication Management Techniques Every PM Should Know

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Project Management

“Never Again Be Vulnerable To Hidden Body Language Aggression“ – Negotiation Insight

“Reading body language accurately has many advantages.
Detecting hidden aggression is one of them.”
Williams, The Master Negotiator & Body Language Expert
(Click here to Tweet)

Click here to get the book

“Never Again Be Vulnerable To Hidden Body Language

One member of a negotiation team said to the other, that meeting
became ruckus quickly. At first, I couldn’t tell if the other
side’s leader was being passive-aggressive, or if he perceived
our proposals to be inappropriate or repulsive. But then, I knew he
was upset by the body language gestures he
emitted. They pointed towards outright aggression.
That’s when I knew things were about to get ugly. What body
language signs did you observe that indicated he was about to
become aggressive, was the question asked by the man’s

When someone’s about to become aggressive, do you know what
signs to note? It’s essential to be able to understand the
nonverbal and body language signals that indicate imminent
hostilities. Doing so will allow you the time to deflect or
redirect such efforts. Continue, and you’ll discover five body
language signals that foretell pending aggression.


“I’m going to put my foot so far up your rear that it’ll
come out of your mouth.” “Yeah! And what do you think I’ll be
doing while you’re trying to put your foot up my rear?”
Blustering occurs in many forms. When it’s verbal, it’s easy to
see and understand. Because words are used to convey one’s
sentiments, which decreases the misperception of one’s intent.
But blustering also occurs through one’s body language. A person
portrays it by puffing out their chest, extending the outreach of
their arms on both sides, and even in the stance that slightly
projects one foot slightly ahead of the other. In each instance,
that person is positioning himself for the pending aggression
that’s he’s considering. And, depending on how heated the
environment, he may not be consciously aware of the behaviors
he’s committing. And that’s why you should take note. By doing
so, you’ll have the opportunity to temper his behavior before it
reaches the point of uncontrollability.

2. Eyes:

Darting – When someone is agitated, and they
begin quickly scanning the environment with their eyes, they’re
in assessment mode. This gesture alone does not indicate pending
aggression on this person’s behalf. But coupled with other signs
such as flaring nostrils, protruding chin, and fist/hand flexing,
darting eyes lends more credence to the probability that pending
aggression is increasingly heightening.

Narrowing – When someone’s eye focus
becomes narrow, they’re lending more emphasis on the subject of
their attention. That means they’re blocking out other
distractions to assess what they might do next to thwart the
unpleasantness they’re experiencing. When you see someone
narrowing their eyes on you, raise your awareness of their pending
intent. They may be in the process of becoming aggressive.

Pupil Dilation – Pupil dilation is another
silent display that someone exhibits when they get excited.
Dilation can occur from the natural excitement one experiences from
being in a pleasant environment too. But you can instinctively tell
by someone’s demeanor if they’re happy or agitated. That’s
also the insight to seek to determine if they’re becoming annoyed
by an adverse action they perceive stemming from you.

3. Flaring Nostrils:

Nostril flaring is one of the most telling signs indicating
pending aggression. A person flares their nostrils as a way to get
more oxygen into their bloodstream. And in adverse situations, that
can be the preparation leading to aggression. The more the person
engages in that act, the more they’re preparing to become

4. Chin/Jaw:

An outward thrust chin is a silent signal stating that the owner
of the action is displaying his desire to take a portion of your
space. Conversely, when people tuck their chin, they’re
demonstrating the need to protect themselves. Thus, you should
perceive the outward thrust of someone’s jaw as saying, I’m not
afraid of you. If they take a step(s) towards you while displaying
that gesture, they’re becoming more defiant and more aggressive.
You can stand your ground or back up. If you hold your position,
you’ll be stating with your action that you’re not afraid of
them either – now what? In either case, be aware of where
tension resides and adopt the measure that’s best suited to
combat it.

5. Hand/Fist:

Flexing – If you observe someone flexing
their hand in a negative environment, it may be an indication that
they’re attempting to loosen up to get more blood flowing to that
part of their body.

Tightening – When someone becomes excessively
exasperated, they stiffen their hands, which can turn into fists.
Thus, while observing the beginning of someone’s hands flexing,
note the moment when their hands turn into fists. A heightening in
potential aggression has occurred at that moment. And the person
may be a moment or so from lashing out at you.


Like a snake, you can observe the lynchpin behavior of someone
that’s in the process of striking out at you. In the snake’s
case, it emits signals through its rattle, warning you of pending
danger. Then, if you don’t vacate the surroundings, he strikes
you. The same is true of a human. Initially, he gives warning
through his body language to get you to back off. And, if you’re
persistent at making him feel uneasy, he’ll strike at you.

To avoid harm’s way, note the mentioned signs that lead to
aggression. As soon as you sense a verbal or physical attack is
imminent, become more observant about the pace of its escalation.
And remove yourself from the environment if possible. If that’s
not possible, adopt a posture that’s more or less threatening
than what’s confronting you. And be aware of the effect this has
on your nemesis. In some cases, it will cause him to increase his
efforts. In other situations, it may be the form of de-escalation
needed to subdue an explosive situation that’s in the making.
Know the difference to determine the best action to adopt. Because
the optimum word is control – and everything will be right with
the world.

Remember, you’re always negotiating!

Listen to Greg’s podcast at

After reading this article, what are you thinking? I’d
like to know. Reach me at

To receive Greg’s free “Negotiation Tip of the
Week” and the “Sunday Negotiation Insight” click

#BodyLanguage #Aggression #vulnerable #Negotiate
#Business #SmallBusiness #Negotiation #Negotiator
#Power #Perception
#emotionalcontrol #relationships
#BodyLanguageExpert #HowToNegotiateBetter #CSuite
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#success#negotiationexamples #Negotiationstrategies
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#negotiationpsychology #Howtowinmore
#self-improvement #howtodealwithdifficultpeople #Self-development
#TheMasterNegotiator #Howtocontrolanegotiation #howtobesuccessful

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“Never Again Be Vulnerable To Hidden Body Language Aggression“
– Negotiation Insight
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Body Language Expert

Project Management

How to Get Your Counterpart to Bid Against Themselves


You may not think that it’s easy to get the other side to bid
against themselves. But you’d be wrong.

When you’re selling something, there’s a price point you
have in mind. At the same time, your counterpart has their own
general motivations when they come to the table. They have their
own number in mind—or at least a range of numbers in mind—for
what they’re willing to spend. And that’s what they’re
focusing on.

If you want to get your counterpart to bid against themselves,
you need to keep one thing in mind: The interaction is not about
you—it’s about them.

Project Management

Three Reasons Why Your Next Negotiation Could Fail

Every negotiation comes with its own set of potential pitfalls
Every negotiation comes
with its own set of potential pitfalls
Image Credit: jason

Not every negotiation that we are involved in will work out for
us. In fact, some of them will fail. When we think of failed
negotiations, generally we picture negotiators walking away from
the table in disappointment. It turns out that that’s only one
type of disappointing negotiation. It turns out that there
is another type of failure when it comes to negotiating
. A
negotiation can be considered to be a failure when both sides come
to regret the deal over time as well as those deals that fall apart
during implementation. As negotiators, we need to learn how to
avoid creating deals that will become failures.

We Walk Away From A Good Deal

Not every negotiation that we will be involved will proceed
smoothly. There will be times that after using all of our
negotiation styles and negotiating techniques we reach an impasse
even though
our best alternative to a negotiated agreement, BATNA
, is worse
than the deal that’s on the table. There are a lot of things that
can contribute to this situation including strong emotions,
threats, and overconfidence.

Threats are a powerful negotiating tool. As
negotiators we need to understand that when we issue a threat,

we need to be sure that we will feel comfortable implementing our
BATNA in the event that the other side refuses to meet our
. To make sure that you don’t get into a tricky
situation, before you issue a threat, carefully analyze your BATNA,
compare it to the deal on the table, and then make the most
rational choice—as painful as that sometimes can be.

We Make A Deal That We Later Regret

We are always looking for the deal that is the best for us. We
can make a mistake and reject a deal that turned out to be
better than our BATNA was
. At the same time, we can find
ourselves accepting a deal that’s worse than our BATNA. This can
occur because we’re often unaware that we’ve left value on the
negotiating table until later.

We need to keep in mind that in all types of business
negotiations, it’s tempting to cut corners on due
. We tend to do things like this when goodwill
and enthusiasm are running high. The wise negotiator considers the
potential risks and downsides of a deal as thoroughly as possible
in order to not make a mistake.

We Negotiate A Deal That’s Too Weak To Last For Long

Good negotiators understand that a negotiation extends on long
after the discussions are over. Any deal that is reached is going
to have to be implemented by both sides. That’s why a failure in
negotiations is an agreement that reaches the finish line
but quickly falls apart during the implementation
. Such deals often collapse due to a negotiator’s
failure to confront conflict during negotiations or to give the
deal a sound structure.

Negotiators need to understand that if mistrust exists between
both sides, then any deal that we’re going to be able to reach
will end up becoming spoiled during the implementation
. The best negotiators take the time to build rapport
and trust throughout the negotiation process, and negotiate the
terms of implementation thoroughly.

What All Of This Means For You

The reason that we’re willing to invest the time, energy, and
effort into a principled negotiation is because we believe that we
can create a deal that both sides will agree to. However,
negotiations can fail. What this means is that we
were either not able to reach a deal with the other side or we did
reach a deal, but it was a bad deal. No matter the cause,
negotiators need to understand what a bad deal looks like so that
we can avoid making them.

Negotiating failures can take on many different forms. One type
of negotiation failure happens when we walk away from a
deal that would have been good for us
. One of the reasons
that this may happen is because we decided to use threats that
ended up forcing us to walk away. We can also enter into deal that
we’ll end up regretting later on. If we cut corners and don’t
do our due diligence, then we may end up accepting a deal that is
no good for us. We can also negotiate a deal that turns out to be
too weak to last. These deals tend to fall apart during the
implementation phase.

In order to be viewed as being a successful negotiator, we need
to be able to create deals that will be beneficial to both
. If the deals that we are putting together become
failures, then nobody is going to want to negotiate with us. Take
the time to carefully look at the deal that you are working on and
make sure that it’s going to create a deal that will be
beneficial to both sides.

– Dr. Jim Anderson
Elephant Consulting –
Your Source For Real World Negotiating Skills™

Question For You: What can you do during a negotiation
to ensure that a deal will be able to be implemented successfully
by both sides?

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is updated.

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What We’ll Be Talking About Next Time

I can only speak for myself, but I have no problem sharing with
you that during a negotiation I can become very, very frustrated
with how things are going. No matter if your negotiation styles and
negotiating techniques are causing things to go too slow, go off in
the wrong direction, or, even worse, not go anywhere. I
start to become angrier and angrier as time passes
. This,
of course, leads to a fairly classic negotiating question. When you
become angry during a negotiation,
should you hide your emotions or should you show them to the other

The post
Three Reasons Why Your Next Negotiation Could Fail
first on The
Accidental Negotiator

Project Management

Negotiation Tactics to Use Over Email, on the Phone, and Face to Face

Negotiation tactics

Whenever you interact with someone—whether it’s over email,
on the phone, or face to face—they tend to remember two things
about your encounter:

  1. The most intense moment of the conversation
  2. The last moment of the conversation

That said, different mediums of communication lend themselves
better to different negotiation tactics. By letting those two ideas
guide your negotiations and coupling them with medium-specific
negotiation tools, you can become a more persuasive negotiator in
any scenario.

Project Management

Seven Sales Negotiation Resolutions for the New Year

We are at the end of one year and soon, the start of another. A
great time to reflect on what we have accomplished, and more
important, what we can do to make the next year even better,
especially when it comes to revenue and profitability. And if any
part of your job involves sales or business negotiations, what
better time to reflect upon how a few changes can make a big
difference in your business success in the coming year. It’s an
area where a small (but strategic) investment can pay big

Here are seven negotiation resolutions that will serve you and
your organization well in the coming year:

  1. Resolve to never make unprincipled concessions. This is perhaps
    the most important thing we teach our clients. When a seller makes
    a concession that appears only to get a faster deal, the customer
    wonders if there’s more to be had. This diminishes the perceived
    value of your offering, and reduces your credibility. We encourage
    a strategy that uses only principled concessions (rather than
    arbitrary ones) made for credible business reasons that are clear
    to the other side.
  2. Resolve to uncover the key challenges of your prospect early in
    the process. Don’t be a solution hunting for a problem. If the
    customer doesn’t know they have a problem, there will be no
    urgency to solve it.
  3. Resolve to clearly and succinctly articulate the value of your
    offering in a manner that resonates with the buyer’s needs. This
    means less emphasis on the canned sales pitch you were taught and
    more about focus on what you learned about the prospect during
    pre-call research and subsequent engagements.
  4. Resolve to always quantify the business benefit that your
    solution provides, using actual customer data. When possible,
    jointly develop the model for business value with your prospect in
    a way that directly addresses their key challenges. Gain agreement
    on the benefits before proceeding with next steps.

    1. What is the process you will need to go through to make a
    2. How long does it normally take?
    3. What criteria will be used to make the decision?
  5. Resolve to make it easier for your customers to buy. This
    starts with knowledge about your customer’s buying process (not
    your selling process). You then help them navigate this process in
    a smooth and pleasurable manner. Three great questions to get you
  6. Resolve to stop rushing to speed up the sales process: Whether
    because of quota/target pressures or because of management
    expectations, we attempt to speed up the process and ”force”
    closure. This tendency feels forced to the prospect who soon
    realizes that you care more about the commission than meeting his
    or her needs. You lose (hard-to-recover) credibility, deals are
    lost and sales cycles are lengthened.
  7. Resolve to keep your cool, even in the middle of tense
    negotiations. As I discussed in a
    recent article
    , there are many times professionals lose
    otherwise quality deals because the seller, the buyer or both,
    can’t keep their calm when the discussion becomes tense. Realize
    that any worthy negotiator on the other side—although we like to
    refer to them as “business partners” or “customers”—will
    attempt to recognize and understand your strengths and weaknesses
    early in a negotiation. From that point on, they will try to take
    advantage of your weaknesses and get around your strengths.

Don’t be like the person who said that the only New Year’s
resolution they ever kept was to quit making resolutions! Set, and
keep, these seven negotiation resolutions, and you will find
yourself with shorter sales cycles, less competitive pressure and
higher margins. Most important, your year will be full of more
revenue and profits. As always, we are happy to assist you in
keeping these resolutions so please reach out to us.

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Seven Sales Negotiation Resolutions for the New Year
first on Negotiation

Project Management

“Powerful Persuasion How To Boost And Increase Negotiations” – Negotiation Tip of the Week

“To increase your negotiation outcomes, increase your
skills of persuasion.”
-Greg Williams, The Master
Negotiator & Body Language Expert (Click to Tweet)

Click here to get the book

“Powerful Persuasion How To Boost And Increase

No matter her persuasion efforts, nothing
seemed to increase her negotiation position. And
the negotiations had extended over numerous
sessions. She thought, if we don’t close this deal, we could be
out of business. The negotiation was that dire! It had to bear

When was the last time you found yourself in a dire negotiation
– one where everything was on the line? If you’re past your
teenage years, more than likely, you’ve had such experiences.
During such times, did you consider the impact that persuasion had
on the negotiation and its outcome? Did you even think of the
persuasion techniques you’d use before, during, and after your
exchange of positions with others? You should have – because
doing that would have altered the course and outcome of the

The following are better ways to use persuasive techniques and
how to implement them to enhance your negotiation efforts.

Shape The Mind – Mold The Perception:

Most people are persuaded to conformity by group thinking,
acting, and adherence to what they listen to, and by those that
they view as authority figures. Thus, to shape the mind of those
that you wish to become your followers, you must mold their
perception. The stimulation of that source may occur from figures
seen on TV, heard on the radio or podcasts. They may even arise
from those whose writing they observe in magazines and articles
that they deem as possessing relevant content about insights that
interest them. And that’s where your opportunity to mold their
perception lies. You must be seen and heard in the mediums through
which your targets have their perspectives molded.

The point is, to increase your chances of influencing the
thoughts and actions of others, they must perceive you as someone
with authority. They must view you as a person that possesses
respected dominance in a domain that’s relevant to them. That
perception will allow the recipient of your actions to become
swayed by your suggestions, demands, or edicts.

So, what steps should you consider to shape the mind and mold
the perception of those you wish to persuade?

1. Casting Friend/Foe – Before your initial encounter with
your target, determine if they should fear or like you. The cliché
that comes to mind is, “It’s better to be feared than loved.”
And that’s true in some cases.

2. Once you’ve determined the demeanor to cast, assess the
leaders in your target’s spectrum that will be most influenced by
it, and gear your efforts at controlling those leaders. The linking
of your persona to those already known as influencers by your
target will eventually convey a sense of, they’re on board, and
I’m just like them – so I should be too.

3. Project and play your role in the venues in which your
actions influence others. The goal is to allow them to ingrain in
their minds who you are and what you’re willing to do to acquire
the outcome you seek.

Reward – Congruency:

Consistency is the glue that holds your persona together. Thus,
you must be mindful of projecting a consistent character, no matter
the environment. If you’re generally amenable in some situations
on some days and more demure during others, you’ll be sending an
incongruent message. Even if you extend an agreeable attitude to
those that accept your influence and chastise those that don’t,
you’ll emit the signal of rewarding those that adhere to your
wishes and punishing those that dismiss it.

The point is, you should reward those that accept your
leadership and seek ways to disfavor those that challenge it. The
amount of discord you allow is something you’ll have to address
based on the degree of tolerance you have for non-conformity. And,
the overarching message is, you’ll become rewarded by being
consistent. So, be consistent in how you present yourself.

Conformity – Using Social Pressure:

Social pressure influences people. The factor that you should
consider is, what form of social pressure you’ll use to control
those that you wish to curry favor with, and what elements you’ll
use to dissuade those that oppose you. You might:

1. Praise those that seek recognition in forums that would allow
your target to experience the highest degree of pride.

2. Demean and denigrate those that oppose you in mediums that
will have the most effect. To enhance this process, seek some from
their clan to use as examples. If admonished forcefully, it’ll
set a precedent that others will not want to incur.

3. Leave an open path that dissenters can use to move towards
you. And create a pit of hell for those that would continuously
defy you. The more you can control the impact that others
experience from social pressure, the more control you’ll have
over them.

4. Use your target influencers as your unwitting allies. Do that
by exploiting their weaknesses as leverage points to entice or
dissuade your target from adopting positions based on those that
they see their influencers taking.

Nurture Continuing Compliance:

Once your target acquiesces to your demands, concessions, and
desires, inspire them to continue their allegiance. You can
accomplish that by doling out favors or granting requests that are
slightly outside of what’s normal (do this with allies to display
the extension of your generosity for those that follow your
edicts). The fact is, once you’ve sought and acquired someone’s
adherence to your demands, seduce them to promote their continued
loyalty. It’s easier for them to meet your future requests –
the more they meet your current ones. Because psychologically
speaking, people naturally seek consistency. And that’s the
reason you must encourage continuing compliance with your requests.


In all of your negotiations, there’s a power factor that sways
the entities involved to move in one direction versus another. To
be more powerful, you must increase your abilities of persuasion.
Consider implementing the thoughts mentioned, how you’ll apply
them, along with when you’ll achieve them. That will give you an
increase in your advantage. And everything will be right with the

Remember, you’re always negotiating!

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like to know. Reach me at

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Week” and the “Sunday Negotiation Insight” click

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The post
“Powerful Persuasion How To Boost And Increase Negotiations”
– Negotiation Tip of the Week
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Body Language Expert

Project Management

Does It Pay To Get Angry During A Negotiation?

When negotiating, we need to consider the effect of our emotions on others
When negotiating, we
need to consider the effect of our emotions on others
Image Credit:
Jeremy Hill

I can only speak for myself, but I have no problem sharing with
you that during a negotiation I can become very, very frustrated
with how things are going. No matter if your negotiation styles and
negotiating techniques are causing things to go too slow, go off in
the wrong direction, or, even worse, not go anywhere. I
start to become angrier and angrier as time passes
. This,
of course, leads to a fairly classic negotiating question. When you
become angry during a negotiation,
should you hide your emotions or should you show them to the other

False Displays of Anger Can Backfire

It turns out that deciding to show your anger during a
negotiation to the other side can be a good idea. What happens is
that the other side views you as an angry negotiator and therefore
as a formidable opponent, they then respond to your demands by
making concessions.
However, what we need to understand is that the effects of
anger in negotiation are far more complex than we might
. When negotiating, we need to follow these
guidelines, which show how displays of anger can backfire on

We might assume that when we want more from the other side, we
only need to act as though we are angry and they’ll cave in. It
turns out that not only is this questionable negotiation behavior
from an ethical perspective, but it may be an ineffective one.
Studies have shown that during a negotiation, negotiators
felt distrustful when the other side appeared to be faking their
and, as a result, made higher demands. These results
suggest that—unless you are an actor—strategic displays of
anger are likely to backfire if you are interested in building
trust in your negotiations.

Anger Can Lead to a Backlash

What we do today can come back to affect us tomorrow. During a
negotiation any short-term benefits of showing the other side that
we really are angry may have hidden long-term
. We need to understand that the other side will
react to any anger that we show to them. In experiments,
participants who had negotiated with an angry other side were more
likely than those who had negotiated with an emotionally neutral
other side to assign onerous tasks to the other side. What we need
to understand is that negotiators who faced an angry person ended
up feeling mistreated during the negotiation and later covertly
retaliated when given the chance.

So what does all of this mean for us? What we need to understand
is that when we are practicing the art of negotiation, we may gain
a better deal by expressing our anger to the other side. However,
we are then going to be facing the threat of
, possibly in ways we won’t detect until
later. A good example of having our anger come back to bite us
would be if you were in the process of having a bathroom added to
your house and you decided to chew out the contractor for missing a
deadline, he might take some shortcuts that you wouldn’t notice
until later on as he added the new bathroom.

Anger Can Trigger Unethical Behavior

One of the things that most of us don’t realize is that anger
is a very powerful emotion. It can affect how we go about
seeing the world
. Anger can lead negotiators to make
riskier choices and blame others if and when things go wrong. What
can make things even worse is that our anger also leads us to
behave more deceptively.

Research has been done to discover how anger can cause
changes in our behavior. In one experiment, some
participants were induced to feel angry while others were not.
Those who had been primed to feel angry during a negotiation were
more likely to deceptively exaggerate the generosity of their offer
to the other side than were those who were primed to feel neutral.
Anger reduced participants’ empathy, making them more
self-interested and less ethical. The anger that participants felt
in these studies was unrelated to their counterparts or the
negotiation. What was worse was that anger triggered by one’s
counterpart could generate even less ethical behavior.

What All Of This Means For You

In every principled negotiation, there is a lot of emotion. We
want to be able to reach a deal with the other side; however,
getting there can be a long and tedious process. It is perfectly
natural that during a negotiation we may become
. The big question that we need to deal with is if we
should let the other side know that we are angry. If it will help
us to get to a deal quicker, then it would be a good thing. If it
is going to cause us problems down the line, then we should keep
our anger to ourselves. What’s a negotiator to do?

We actually may not be angry with the other side; however,
we’d like to convince them that we are angry in order to move
things along and get them to make more concessions to us. However,
this kind of acting can backfire on us. Studies
have shown that if the other side does not really believe that we
are angry then they will start to trust you less. We need to
understand that showing our anger to the other side can end up
having long term effects on us. When we are angry, the other side
may start to feel mistreated and will end up retaliating against us
when given the chance. Even worse is that anger can cause unethical
behavior. What happens is that anger reduced our empathy, making us
more self-interested and less ethical.

There’s nothing that we can do about becoming angry during a
negotiation. However, there does not seem to be very much value in
showing our anger to the other side. Instead, a better idea would
be to take a break and cool down when you feel
angry and encourage the other side to do the same, lest someone
engage in behavior they might later regret.

– Dr. Jim Anderson
Elephant Consulting –
Your Source For Real World Negotiating Skills™

Question For You: If you become angry during a
negotiation, should you contine negotiating or should you take a

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What We’ll Be Talking About Next Time

The reason that we enter into a negotiation is because we want
to be able to use our negotiation styles and negotiating techniques
to reach a deal with the other side. The challenge that we have is
that what we want and what they want may be two very different
things. The whole purpose of a negotiation is for us to find a way
to build bridges between our two opposing camps and find some
common ground that both of us can live with. The one thing that we
don’t want to have happen is for us to run into an
that would be a negotiation
. What can we do to make sure that this does not

The post
Does It Pay To Get Angry During A Negotiation?
appeared first
on The Accidental