How to Revitalise Negotiations and Close That Deal
You've been here before, the last time you and the client spoke you didn't exactly see eye to eye. Now months of negotiations are at risk and potentially big figures in profit too.
Stop.
Don't make that call. Re-evaluate where you are in negotiations and see what you can take from these killer tips to close that deal.
Negotiations are all about your relationship with the client. If you're seeing your role in negotiations as an opportunity to make money at the expense of the client then you're looking at it all the wrong way. Negotiations are professional relationships. Benefits should and can be mutually profitable whilst retaining a relationship with a client that will last years.
Our Negotiation Skills training will give you the knowledge and tools necessary to be able to conduct any negotiation as a competitive and collaborative negotiation.
A good deal might not revive a bad relationship, but a good relationship can revive a bad deal.
Herzberg's Two Factor Theory
When you ask any group of workers what motivates them to come to work, at least one and probably most will include 'money' in the response. Pay is a big issue for most people and is certainly a reason why people go to work, even sometimes staying in jobs they don't like. But is it a motivator?
Herzberg's Two Factor Theory suggests that there are two different sets of factors that determine job dissatisfaction and job satisfaction.
Herzberg's Two Factor Theory
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The Johari Window Model and Relationship Management
The Johari Window model, devised by American Psychologists Ingham and Luft during a research period at the University of Los Angeles in 1955, is a behavioural model which aims to boost group relations through individual self awareness and mutual (group) understanding.
The model is a combination of the first names of Joseph Luft and Hari Ingham; they’re remembered over fifty years later which shows what good workplace relationships can achieve.
The Johari Window model is particularly useful in assessing group relations with other parties. Despite being published over fifty years ago, the model is still relevant in the work place today. This is due to current popular workplace emphasis on cooperation, inter-group development, interpersonal development, soft skills, behaviour and the influence of these factors.
The ease of using the Johari Window Model to understand relationships between employees and the employer within the Psychological Contract is an invaluable benefit to businesses.
What Does The Johari Window Mean?
The model is, on the face of it, is as simple as it appears. Its application in the workplace is slightly more tricky, but we’ll get to that later.
Am I Delegating Enough?
Delegating is one of the most challenging skills for new managers.
Too many new (and experienced!) managers struggle to give up work and find themselves stressed and overworked.
Is this you?
Effective delegation is essential for effective management.
In this post I'm going to run through some classic signs of poor delegation and help you overcome them.
If you're struggling with your new management role or want to upskill before making the leap, come on our Management Skills for New Managers course which includes a session on delegation.
Effective Questioning Techniques for Trainers and Coaches
Using questions in training is the most effective way to engage with your group and encourage participation.
Questions give you instant feedback on how well your sessions are going while keeping discussion moving forward.
There are a number of questioning techniques and each is useful for different purposes and situations. They are:
- General
- Pass On
- Question, Wait, Select
- Send Back
- Send Out
Before I go into each technique in more detail, I'm first going to run through why questions are important in good training sessions and what constitutes an excellent question.
We recommend that new and inexperienced trainers attend our 2-day Train the Trainer workshops. We will help you deliver more effective, engaging training sessions.
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