Effective Communication: The Path to Improvement

by

Russell C. Sanders

So, how do you do it? How can you change a life-time of communication habits to become an effective communicator? It takes time, effort, and a commitment on your part, but you can do it faster than you think. Here is a five-step path you can use to increase your effectiveness at communicating with others. Continue reading

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Keys to Negotiation 2–Respect

In most of the negotiations in which I have been involved one of the main issues is mutual respect. Sometimes I think is it like the theme song from the TV sitcom “Cheers,” which says in part “Sometimes you wanna go where everybody knows your name.” Although knowing people by name is certainly part of showing respect, real respect entails more than simply keeping all the names straight. To be respectful means many things including polite behavior, timeliness, keeping promises, and being prepared. Read further about the importance of “little things” and four ways to show respect.  Continue reading

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Thinking about Your Opponent 1–Motivation

by

Berton Lee Lamb

What does my opponent want out of this negotiation?  One of the most common comments we hear from our clients goes something like this: “If I only knew what they want I could negotiate better” or “I don’t understand how they see this problem.”  These are feelings that almost everyone has at one time or another in a negotiation.  How can we figure out what our opponents really want?

Several years ago I was part of a team negotiating with a very hard-nosed opponent.
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Keys to Negotiation 1–Relationships

We were working with a client recently who asked us, “How do I get started with this negotiation?”  She was probably asking what her first move at the negotiating table should be.  But we answered with another question: “Have you thought about relationships?”

Most people preparing for negotiation are careful to figure out their own position.  They may even list as many options as they can imagine and evaluate the pros and cons of those options.  Some negotiators take the time to think about the interests and options of the other parties in the dispute.  But few ask themselves whether or not the relationship they have with the other parties is, in itself, a value that could be enhanced or reduced by the current negotiation.
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