Category Archives: Negotiation

Who Wins? Influencing for Mutual Benefit

It could have happened to anyone. I was on a rare visit to a mega shopping mall to exchange a Christmas gift. There in the middle of the shoppers, displays, and kiosks, I had a moment of uncertainty about where to find my destination.  Immediately I was approached by a young woman from a kiosk. She asked me a question and I didn’t catch what she was saying at first, so I turned to hear her.
 
By that time, we were discussing whether I knew about collagen and she was offering me free samples. Enough rapport had been created for me to come over to her booth and sit while she applied lotion to one side of my face!
 
Both she and her manager then exerted some fine influencing skills with the goal of making a sale. At first, it was a sale of several hundred dollars worth of products that would last me a year. The deal was actually not outrageous at all. By the time I left, I was being offered a $59 deal, due to my very good fortune of being there when the manager just happened to stop by.


I was on my way to a particular store with one errand in mind, and a desire to get home soon. The fact that I even considered the purchase is a testament to their selling skills.
 
Applying a SYNTAX Influence filter, I observe that they definitely know their goal. They also adjust it based on their assessment of the situation. We move from a full line of products to “which one do you like the best?” The attractive young woman built rapport, first enough to draw me in, then enough to discuss where she is from, my own family background, our ages and skin, and how wonderful the product is.
 
I accepted the offer of having the stuff put on me (though I would have been happier if they did both sides of my face!). They did their best to lead me to the next goal. I made the counteroffer that I would take their contact information and think about it. Because I was clear on my goals, I could engage with them and still decline their offer.
 
I laughed when someone else working for the same company approached me at the next corner. I told her I already had the product on one side of my face. She began to use several of the closing strategies they had used–how lucky I was that she could make an exception for me and give me the best price.
 
She didn’t have much hope of building the rapport this time, as I was no longer in a moment of unclear destination and I already knew the scoop. She did help me locate the store I wanted to find. I received the benefit I needed and was soon enough on my way home.
 
Was there anything they could have done to get me to their outcome? Maybe not. That’s the benefit of keeping my goals in mind.
 
Did they achieve part of their goal? Yes, I am attracted to their products and might actually plan to purchase one item from them in the future. I will have had time for my own decision strategy to work. I don’t usually decide on an unplanned purchase without sleeping on it. For sure, I know more about their product than I did before.
 
At another time or context, if I were less grounded, unclear on my goal or if I didn’t feel as free to decline the offer, the outcome might have been different. 
 
To be truly masterful in a relationship-based sale, they would have detected my decision strategy and worked with it; as it was, they were in a transactional sale where they either ring the cash register or they don’t. 
 
If they interact with enough people, I imagine they make enough sales to do well. Retail is tough, especially out in the mall corridor. I speculate that this particular group, from a culture where bargaining is much more direct than in most of the US, has much more freedom and range to use selling skills than, say, a midwestern US native. 
 
When we are influencing others, our flexibility is a big factor in who wins, i.e. whether we get the outcome we are after.  Short term, the most flexibility wins the day.  I believe that to be truly influential you have to take the other person’s outcome into account. In longer term relationships, nobody wins if both don’t win.
 
The best influencing skills are those that find a way for all parties’ needs to be met. If it weren’t for my moment of disorientation in the mall, I wouldn’t have engaged with the sellers in the first place.
 
When I choose to enter a conversation or negotiation, it is in part because of a desire for mutual benefit. 
 
My interaction with the skincare ladies was mutually beneficial – it went just as far as it served both of us. I had fun and I hope they did too!
 
 

Fair Exchange

What is “fair” and why does it matter?
Joan, who works as a professional organizer, was puzzled when she would offer to help someone out at no charge, then they wouldn’t even show for the scheduled appointment.

Harold, a psychic friend, offered free readings to prospective clients. He found that the ones who called for free never went on to become paying clients.

If you have ever staged a free event, you know that the actual attendance is usually smaller than the number of people who say they will come.

Health care workers who give free sessions may find that the recipients don’t actually get better. Counselors who proffer too much know the result of giving free advice. The person can seem to take your advice and then make the situation even worse because of how they use it! And then, of course, the bad advice you gave is at fault.

It is not unusual for people in the helping professions to feel dubious about asking for money. Whether it is a concern that the value will not be enough to warrant the fee, a sense of not deserving it, guilt for asking, or fear of disapproval, embarrassment, or rejection, it may seem easier to give service away for free or at a discount. Then, having the person not show up or not benefit from what you have given away is a letdown, reinforcing the perception that the service did not have value.

When we give our services away, a funny thing happens. Ramona DiDomenico, founder of the Institute for Transformational Facilitation in Lake Tahoe, first called my attention to this phenomenon. As Ramona pointed out, at a deep level, people actually prefer fair exchange over being out of balance.

Insisting that someone exchange something for your services is not a sign of greed or of a lack of generosity. It is a way to ensure that the value you intend to give is actually received. It is an opportunity for the receiver to recognize the value of investing in themselves.

In negotiation, we understand what it means to say that someone “has skin in the game.” If they have nothing at stake, they will actually bring the value down in their own minds to create a condition of fair exchange.

Business traditions can produce imbalance in the other direction. An old friend of mine had a bias about negotiating being a win-lose proposition. He had been raised in a traditional sales mindset. He always wanted to have the advantage in any deal that he did. His short term gains made others reluctant to negotiate with him over time.

The belief that we should always try to get the better end of the deal goes pretty deep in business cultures. Getting a good deal, and being able to step into the other person’s shoes to ensure that it really works for them too, results in a better deal and a better relationship for both.

In the age of internet marketing, there are many “free” offers out there. We need to realize that the exchange is for our contact information, our attention, and the possibility that we or those in our circle of influence will buy. Free events ask for your time and participation. I know some people who charge a fee for registrants only if they don’t show up.

Many currencies other than money can produce fair exchange. Sometimes we give just for the pleasure of helping. As long as it isn’t a discount to the service or the recipient, and we are not awaiting some form of payback, generosity can be its own reward. Sometimes our willingness to receive is a gift to someone who wants to give.

A good way to stay in balance and make sure that an exchange is fair is for each party to do a “gut check.” Does it really feel right? Or is someone one-up and someone one-down? I have sometimes paid more than I was asked when it felt out of balance. I would rather pay a little more than unconsciously devalue what I am receiving.

Take a look at where your relationships may be out of balance and see what you or the other person may be discounting. Keep your “accounts” current whenever possible. And remember that your investment of time and skill is just as valuable as anyone else’s.
(P.S. This is for humans. Do not try it with cats!)

Communicators’ Rule No. 1

What is the biggest obstacle we face when we are dealing with a communication breakdown? Whether it’s the spouse not doing XYZ when they said they would, the boss who isn’t hearing how overloaded we are, or the customer being difficult, we can be blocked by the “common cold” of communication: making someone wrong.

In our own thinking, we document our side of the case and its reasonableness. Of course we are right. That means the other person must be wrong. What is up with them?

Discussions intended to prove our position and clear everything up – just speaking my truth, you know – don’t have a high rate of success.

Years ago I learned from master teacher David Crump, in his famous Essential Experience Workshop, to remember Rule No. 1.

It is simply, “No one is made wrong.”

This was especially challenging for people who were tapping into anger and disappointment from their childhoods, or people who were certain that if the other person in their life would just change, things would be fine. When we heard stories that would lead us to judge someone as hopelessly and maybe harmfully wrong, David would suggest that we all “take a bath in Rule No. 1.”

Sitting with the intention to make no one wrong eventually produced a deeper, different way of resolving the issue. Often it led to a healing that had seemed impossible.

Most of the time, we run more subtle versions of making people wrong. It’s an easy trap to fall into when something is not working out according to expectations – or when we are not clear ourselves or are afraid of speaking up.

Even more insidious is how we make ourselves wrong. “No one is made wrong” includes us.

Three things to keep in mind about this right-wrong bias:

1. It always has a cost. Whatever your argument, whatever your “rightness” in the situation, being right will come at the cost of someone being wrong. That will come back to bite you one way or another.
2. You do not need to give up your position, your choices, or your perceptions. Knowing that the other person has different perceptions doesn’t mean that one is right and one is wrong.
3. Getting hooked is an opportunity to learn. When you find yourself stewing or feeling old familiar feelings, use the opportunity to catch the thread of one of your own old stories: how you are a victim or how other people don’t measure up. By yourself or with a skillful friend or therapist, follow the thread and release energy that has been bound up in that story.

As a communicator, the first and perhaps most helpful thing you can do in communication breakdowns is to invoke Rule No. 1. The process of adopting it may take a little while. Once people get there, there is room for everyone to be heard. Forward motion becomes more likely.

This is a good time of year to bring Rule No. 1 into our conscious awareness, as shorter days, family gatherings, and work demands may all bring up sensitive feelings and interpersonal pressures.

While you’re feeling buoyant and anticipating the coming months, set yourself a reminder that when things start to get touchy, no one – including yourself – will be made wrong. It’s quite possible that this will lead to a new level of mutual understanding.