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Negotiations That Win

Negotiations That Win. PCA District Leadership Workshop Morning. CELEBRATE!. 15 states made improvements, eliminated discriminatory practices. 43 states have open dialog with their blues plan. Rewriting the map!. The Adoption Curve. Know How To Engage People. Understand The System.

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Negotiations That Win

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  1. Negotiations That Win PCA District Leadership Workshop Morning

  2. CELEBRATE! • 15 states made improvements, eliminated discriminatory practices. • 43 states have open dialog with their blues plan. Rewriting the map!

  3. The Adoption Curve

  4. Know How To Engage People Understand The System Know Thyself

  5. WINNINGTHROUGHTRUST! Why Trust = Power!

  6. Operational Philosophy • Become integrated - make change from within.I.E., “Working from the inside out” • Liaison: “”Communication for establishing and maintaining mutual understanding and cooperation."

  7. 9 out of 10 Employees Say: Success = Trust Percent Being trusted to get a job done 91% 84% Getting the opportunity to do the type of work you want to 81% Having power to make decisions that affect your work 76% Finding a company where you want to work a long time 74% Getting raises 67% Having flexibility Knowing you have many different job options & opportunities 67% 66% Getting promotions Source: 2001 Randstad North American Employee Review, interviews with 2,600 employees conducted by Roper Starch Worldwide.

  8. Leadership ResearchMaking change from within

  9. “The Power Zone”

  10. Lessons from a Horse Trainer • 30 minutes versus 3-to-6 weeks. • Gentleness versus violence. • Fewer problems. • There is a “join up” language for organizations: • Hostility is significant cause of failure in negotiations.

  11. Understand The System

  12. RULES • Blame the system, not people. • Understand what is "rational" to the system. • It's all about organizational problem-solving: • Which means you need to define the problem from the organization's viewpoint.

  13. Trim Tab USS PCA - LEADERS

  14. Force Field Analysis • What are the "helping" forces/players? • What are the "hindering" forces/players? • Where do you have influence? • Where do you lack influence? Where do devote your time and energy? (Hint: This is critical!)

  15. Be Thankful Zone Get Over It Zone Control Your Destiny Zone

  16. Know How To Engage People

  17. RULES • Show genuine interest in a real person. • Draw the map together. • Catch people doing the right things. • Find champions. • Trust is a powerful motivator - let them make the decision.

  18. The Majority of the U.S. Workforce is Not Engaged 26% Engaged loyal and productive 55% Not Engaged just putting in their time 19% Actively Disengaged unhappy and spreading their discontent Source: First, Break All the Rules: What The World's Greatest Managers Do Differently, by Marcus Buckingham and Curt Coffman, 1999. The authors have culled their observations from more than 80,000 interviews conducted by Gallup during the past 25 years.

  19. Sincere? Yes__ No__ Why or Why not? ________________________ ________________________ _________________________ Reliable? Yes__ No__ Why or Why not? ________________________ ________________________ _________________________ Competent? Yes__ No__ Why or Why not? ________________________ ________________________ _________________________ Involved w/me? Yes__ No__ Why or Why not? ________________________ ________________________ _________________________

  20. Develop "External" Listening • Get beyond your internal dialogue. • Take notes - imagine you are a court stenographer.

  21. Persistence! • 2% of sales closed - 1 sales call • 3% of sales closed - 2 sales calls • 4% of sales closed - 3 sales calls • 10% of sales closed - 4 sales calls • 81% of sales closed - 5 or more sales calls

  22. Dealing with Objections "Every strike brings me closer to the next home run." Babe Ruth

  23. "A maxim in effective communication... people have to make their own decisions."Saul Alinsky

  24. KNOW THYSELF

  25. RULES • Trust is a two-way street. • Own your mood. • Pay attention to body language. • Choose to be a player, not a victim! • Represent the profession, not yourself! • Do your homework: • Know your alternatives • Know what a win is!

  26. Four Basic Moods • Resentment: I am a victim. • Resignation: There is nothing I can do. • Peace: I have done my best • Ambition: I see an opportunity to make positive change via the actions I take as a liaison. Beware of your emotional triggers

  27. Speak Skillfully When Triggered FACTS Allow all parties to present their facts:and other parties. OPINIONS Your Company believes ____. What do you believe? FEELINGS As a liaison, this makes me feel ________. What are your feelings?

  28. Speak Skillfully When Triggered INQUIRY “I would like to clarify/find out more about ____.” DESIRE “My desire (I.e.,mission) is to _________.” REQUESTS “I would like to ask that____.” - OR – “Therefore, it is necessary that I request _____.”

  29. A L L E N S. L I F F, F.U.D. Not a copy sold, yet! Maintain the right attitude! I’M A LIAISON YOU’RE A *!#$@! The book that's ruining negotiations!

  30. OPPORTUNITY “If a window of opportunity appears, don’t pull down the shade.” Tom Peters

  31. The Association/Society Domino Affect Your DISTRICT can be the next to fall, just like the domino in front of you and behind you, if you do not take steps to understand the external changes that are forcing professions to rethink their role in today’s health care

  32. Conditions For Associations To Exist! • Health care is changing. • Health care Legislation increasing. • Health care is in crisis. • Health care will change for employers/employees in the next ten years. • Health care is no longer a right of passage for employees.

  33. Associations and Revenue • Vendors are weighing in on annual meeting expenses. • Vendors have begun to use E-Commerce. • Vendors are reassessing which society offers the best venue for increasing their business. • Vendors look at registration numbers before committing to a trade show anymore.

  34. Membership –Why Join Any Society? • Potential members can obtain information. from internet portals at a price that your society/societies can’t touch; nearly free! • Advertising is down and publications are costly to produce. • Members want up to date and quick information.

  35. Member Stagnation: Membership levels and revenue have been at the same point for a long time and the “culture” you represent are seen as going along with the crowd rather than becoming innovators and risk takers!

  36. Why Reach Out To Non-members? Shared knowledge from different districts form the core competency or body of knowledge needed to build and administer a state organization.

  37. Importance Of Non-members • Members and non-members, or potential members want to go to one place to obtain their credits, their information and their support for issues and problems they are experiencing every day! • Why REACH OUT? Not for you but for your colleagues! That is the main reason!

  38. Difficulties And The Differences • Most likely, LEADERSHIP in any DISTRICT is unlike anything you’ve prepared for. It is humbling to realize how much there is to know and how serious are the mistakes that can be made if you lose sight of any of these guiding points:

  39. Difficulties And The Differences • What you do about ISSUES will define your profession and your society for many years to come! • Will you be a communicator, a facilitator, or a leader? • Will you spend more of your energy focusing on negative “me issues”?

  40. The Master you are serving is the Future: This means that you are not working for just the association/district; Instead, you are working for what the association will become!

  41. Keeping Your Members First • During DISTRICT MEETINGS you need to “over communicate” what discussions you are having with your membership of each of the respective associations/districts.

  42. When TO COMMUNICATE? • The Best Time to COMMUNICATE is before it is necessary. • When collective energies can be used proactively instead of being sapped by the demands of crisis management. • When one voice is the best voice.

  43. Why LEADERS FAIL? • Unwillingness by some members. • Improper structure. • Timing • Lack of effective communication. • Economics and Egos – two big E’s.

  44. Why LEADERSHIP Works? • Clear Communication. • Stakeholders • Legislators • Regulators • What members want. • Accomplishments feel great!

  45. Providing Information About The Integration Information = Power! Especially as it affects individuals careers or business.

  46. Critical Communication Points • The Harvard Business Review (November-December 2000) says that there are two critical periods in the life of most associations. • Association Leaders need to be champions of communication. • Association Leaders need to organize tangible successes.

  47. Reaching the Recalcitrant • They are called by many names: • Dream Stealers • Joy Grabbers • Naysayers • These are the folks who can’t or won’t grasp your vision for the future.

  48. Steps to Bring the Recalcitrant Along • Clearly articulate the vision and show them their place in it. • Stress the importance of reinvention personally and organizationally. • Create excitement around the possibility of dismantling your organization and rebuilding it.

  49. Steps to Bring the Recalcitrant Along - Continued • Do your best to understand the risk-adverse personality. • Illustrate how the change might fill the inherent need for meaning and purpose. • Teach the recalcitrant, mentor them, cheerlead them into seeing how they are needed to bring about positive change.

  50. Focus Factor • Stay focused on the vision and stop worrying about getting along with those who won’t come along for the ride.

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