Negotiating

In the Hot Seat: Handling Tough Questions Honestly

R1607J_BROSMIND-850x478Information exchange is integral to creating win-win deals, but it must be carefully managed. Disclose too much and your counterpart might take advantage of you; disclose too little and you miss opportunities to discover mutually beneficial trades. So what should you do when you’re asked a question that, if answered truthfully, would put you at a bargaining disadvantage?

WHAT NOT TO DO

Lie. You will be tempted to lie. Don’t. Setting aside ethical, moral, and legal arguments, if you get caught, it can damage your reputation and your relationship with your counterpart and potentially put the entire deal in peril. Research shows that many positive interactions are required to restore trust after a single breach, and breaches entailing deception are among the most difficult to recover from.

Palter. Another common but misguided approach is what Todd Rogers and colleagues call “paltering,” or using truthful statements to convey an inaccurate impression. The researchers give the example of former U.S. president Bill Clinton’s answer to a question about whether he’d had a sexual relationship with Monica Lewinsky: “There is not a sexual relationship—that is accurate.” Technically that statement was not a lie, because his involvement with Lewinsky was in the past. But research shows that people view such legalistic skirting of the truth as unfavorably as they view outright lying.

Abstain. A third common workaround is to abstain from answering the question. However, Kate Barasz, Michael Norton, and I have shown that this tactic leaves a worse impression than disclosing even extremely unsavory information. For example, in one study, participants viewed people who had confessed to frequently stealing items worth more than $100 as more trustworthy than those who had simply refused to answer the question.

WHAT TO DO

Redirect. In the short term, the strategies deployed by politicians, who routinely face tough, direct questions, can be instructive—particularly for one-shot negotiations (when you are unlikely to meet your counterpart again). A familiar tactic is to dodge the question by changing the subject to something seemingly related. As noted earlier, people are generally not very good at detecting dodges, so you have an opportunity to selectively disclose information of your choosing. A second strategy is to turn the tables and question the questioner. Responding in this way can deflect attention and enable you to take control of the topic.

Share carefully. If you’re playing a longer game, disclosure can work in your favor; it can foster trust and facilitate better outcomes through collaboration and joint problem solving. To avoid being exploited, however, negotiators should start small: Share a substantive but not critical piece of information. Only if your counterpart reciprocates should you continue the tit for tat; disclosure without reciprocation leaves you vulnerable to your counterpart’s value-claiming tactics.

 

Leslie K. John is an associate professor at Harvard Business School. Twitter: @lesliekjohn.

What Yogi Berra Taught Us about Making Tough Decisions

imagesThe world recently bid farewell to a man of great character. As an immigrant’s son who dropped out of school before completing the eighth grade, Yogi Berra succeeded in life because he pulled himself up by his own bootstraps, and made a man out of himself. As a three-time MVP and Hall of Famer for the New York Yankees, Yogi handled the pressure of multiple World Series’, oversaw the success of a phenomenal Yankee pitching staff, and managed to remain married to his beautiful wife for 52 years. He was a man’s man who knew how to make tough decisions when called upon.

As in baseball, so it is in life. Decisions that you, as a leader, are called to make on a daily basis could make the difference between winning or losing. Yogi chose to win in life, and he did it by applying the following principles:

Trust your instincts. Oftentimes, when faced with a choice, people straddle the fence, making no decision at all. Strong leaders must not be afraid of making wrong decisions, which is why Yogi once said, “When you come to a fork in the road, take it!” He wasn’t simply trying to draw a chuckle with this statement; he was stating that strong leaders are often called upon to draw their line in the sand, make the best decision they can, and stick by it.
Surround yourself with people you can trust. Just like Yogi depended on his base coaches, his bench coaches, and the rest of his team, a great leader requires support. Great teams don’t happen by accident, but are developed over time.
Want to learn more about winning in your career and leading in life? Contact us today!

When Not Everyone Agrees With You

News From Napa…
As I am sure you have all heard and seen the images from Sundays 6.0 quake.  Thank you so much for all the calls and texts, and emails.  We were very lucky – the Benchmark family is safe and intact. We had a few few minor breakages, but overall we are grateful and our hearts and prayers go out to our neighbors and friends who did not fare as well.  

We wish a speedy recovery to our industry friends and families.
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When Not Everyone Agrees With You
The more invested we are in an idea, the more likely we are going to present an idea persuasively. And even if we do present it well, there will likely be some resistance to some or all aspects of it. How we react to resistance is a determining factor in both the growth of our ideas and ourselves.

What is there to do when not everyone agrees with you? You could rejoice at the evident diversity of perspectives, but realistically, you must remember that this is not a personal evaluation. Keep discussions objective and tightly anchored to the original idea.

Perhaps you feel very strongly about something. As situations become more qualitative than measurable, the ultimate redress may be impossible to define. As you may have previously noted, others will have their ideas and beliefs at least as strong from another perspective.  

Perhaps you have taken great pains in presenting an idea. Opening ideas up to questioning allows you to use the knowledge gained from experience and research to further elaborate on the merits of the issue. As you rationally express your points, you will learn more deeply about the subject, as well as increase your general ability to maintain a positive and productive attitude.

When Bad News Happens to Good Leadership

As is most often the case, we prefer to exist in a predictable world, where life functions almost like clockwork and without significant interruptions.  We say we understand that this is not a real possibility, yet we balk at delivering bad news or accepting the reality of adverse situations.  (Why me? Why now? Actually, why ever?)

In the ebb and flow of life (and business) each perspective provides necessary feedback to keep the entities vital.  News can contain some of both positive and negative, and effective leadership can see and convey the promise in the bad as well as the cautions inherent in the good.  Just as physical pain is ultimately a natural safety feature to prevent worse injury, working through bad news can stop an impending problem from becoming potentially worse.

A good leader will recognize and not shy away from difficult situations. Let the buck stop with you.  If you are delivering a message, say it concisely, clearly and compassionately.  If your company is at fault, own the responsibility.  Any specific plan in place to prevent reoccurrence or to compensate for any inconvenience should be addressed in a concise manner.  Then get out of the way, rather than belabor the effect of any negative situations.

When you detect incoming trouble, what is your response?  Are others comfortable sharing information without fearing a negative reaction from you?  Do you respond in a confidence-inspiring manner, whether or not it involves immediately addressing the problem?

Bad news can make for some amazing teachable moments.  A good leader appreciates the opportunity to help solve problems and to show others how to learn and grow from them.

Contact us for current wine industry career opportunities.

Hiring Great Talent

 

The key to hiring great talent is to cultivate a company culture that makes your company a place where talented people want to work.  Offering a great salary and generous benefits is all well and good.  However, talented people are that way partly because they love the work they do.  They also know, being talented, that they are in demand.  Hence they will be attracted to companies that cultivate this and empowers them to accomplish great things.

The first way to make your company a desirable place for talented people to work is to always give your employees respect.  That also means setting high, but achievable expectations.  Follow that example yourself and your employees will follow suit.

The next way to attract and hire talent is to always place your best employees in positions of power and influence.  This gives a signal to talented people that they will be able to grow in your company if they perform up to and beyond expectations. The sort of people you want to work with will consider this a challenge and will strive to achieve.

Finally, you need to be heavily engaged in the hiring process.  Many managers tend to slough off the drudgery of selecting and interviewing applicants to someone else, such as the human resources department.  The person applying for the job will be working with you, so you need to be involved in every stage of the hiring process.  You will be able to access the applicant’s skill set, intelligence and emotional intelligence in order to determine whether that person is the best fit for the position.

For more information, contact us.

Key Factors of Motivation

He who sees things grow from the beginning will have the best view of them. – Aristotle

Is motivation a plan, a state of mind, or an action? Motivation involves several key areas that start in the mind and move forward. First, in order to feel motivated, you need the energy of motivation itself. This energy can be found in the core of being where we find what matters to us.

Motivation for professional success, healthy living, and helping others all relate to one another because motivation increases with each area of life that we put energy into. The beginnings of motivation often relate to ambitions and the desire to accomplish, which is also what helps us maintain high motivation when we face problems and difficulties.

It takes time for motivation to turn into reality, yet through consistent efforts, we become able to actualize what we envision for ourselves. Motivation doesn’t stop when we accomplish one goal or one-hundred goals: it keeps propelling forward, feeding itself toward greater and greater accomplishments that lead to a profound sense of life purpose.

Another way to maintain motivation is to take pride in what you do. Jobs and tasks well done involve enormous attention to detail, awareness of extenuating circumstances, and knowledge. This process of attention, awareness, and knowledge doesn’t stop either: it grows as we grow. If we don’t take time to appreciate when we do a good job, then we in turn lose motivation. Whenever possible, congratulate yourself for the things you have accomplished.

Motivation and success mean little over time unless we care about what we do. In this sense, motivation becomes a way to create meaning in our lives. It involves understanding how and why you care about certain goals and aspects of life. Remember that no one can tell you what anything means to you, as you are always tasked with the responsibility of creating meaning for yourself. Everything you see and do has meaning, and other people only influence you as much as you allow.

Best Advice: Shut up and Listen

 

The following article is by Dave Kerpen

When I first started out my career as a salesperson for Radio Disney at the age of 22, I was young and foolish (well, even younger and more foolish than I am today). I thought I had a great product to sell and that people would love to listen to me talk about it. I thought I could be charming and persuasive and convince decision-makers why it made sense to use my product to solve their marketing problems. I thought I could talk my way into anything.

I thought wrong.

Several weeks into my job, I was failing miserably, despite what I considered to be loads of charm and ability to persuade. My mentor, the Regional Sales Manager for Radio Disney at the time, Peggy Iafrate, said to me, “How well are you listening to what your prospects have to say? How many questions are you asking them to better understand them? How are you showing them that you care about them more than you care about selling them?”

“Dave,” she said, “Remember this one thing: Shut up and listen.”

 I hadn’t been doing a very good job of listening. In fact, by my very nature, I’m a type-A personality, full of thoughts, running a mile a minute, an impatient New Yorker who always has something to say and rarely slows down. So, it took some real dedication and practice to listen to what Peggy told me about listening and heed her advice.

I began asking my prospects more questions. Listening to their problems, listening to their interests, listening to their every word became my obsession. I thought very little about how to sell them on advertising with Radio Disney and instead focused on listening attentively to everything they had to say so that I could better understand them as people and better understand their organizational needs and challenges. Once I understood them, I could do a much better job of delivering what they wanted and needed, both in the product I was selling and in the way I sold it.

Things quickly started to fall into place once I started listening. Within six months, I was the number-one local salesperson in the country, and a year later, Peggy awarded me the “Mickey Award” for sales success. All for shutting up and listening.

Salespeople, leaders, entrepreneurs and business people are full of ideas. Many of you have ideas all day long every day about how to make the world a better place, make money, solve problems and lots more. But the very nature of active listening requires us to put aside our ideas completely, if only for a moment, in order to focus on what someone else has to say.

As difficult as that can be, it’s through listening to customers, prospective customers, colleagues, employees and others that we can better understand what their needs and motivations are, and ultimately make our ideas better and more executable. It’s leaders like you who need to learn to listen better, even more so than the world’s followers.

J.P. McEvoy said, “When you talk, you are repeating what you already know. But if you listen, you may learn something new.”

So, as Peggy said to me years ago, please, for your own good and the good of the world, shut up and listen.

Original article can be found here

 

The Trouble with Hanging on to Misfit Employees

 The following article is by Judith Sherven, PhD 


It would be ideal if recruiting worked perfectly and all new hires were perfect assets to your specific workplace culture. But that’s not ever going to be the case. We humans are a widely varied bunch and every process — recruiting, onboarding, and management — is dictated by the uniqueness of the people involved.
So there are always going to be some new hires that in due time reveal themselves as inappropriate to the requirements and spirit of your workplace culture. And typically, all too often, these people are kept on and on and on until the inevitable has to happen. They must be let go. But usually this follows months and even years of team upheaval, manager distress and disappointment, and of course inadequate work ethic and output.
What’s the problem? Why is it so hard to pull the plug on these folks early on?

Three Key Management Traps:
1 – False Hope
You believed in the person when you agreed to hire him/her, so you want to give that person as much time and freedom to get acclimated and prove you were correct in your decision. You know it’s often challenging at first when someone joins an existing team or takes over for a leader that has now left the company or been promoted to new stature and greater responsibilities.
So you continue to hope that all will be well — in due time — even when the signals start to appear that it won’t. After all, you are terrifically busy and you don’t want to believe that you made a mistake and now have to let this person go and hire someone new. After all, that’s going to be a drag on your time AND on your ego AND on your professional reputation.

2 – Not Wanting To Hurt Anyone’s Feelings
Most people would prefer to never hurt anyone’s feelings or upset the status quo. And business managers and supervisors are no different. So rather than bring up the evidence that someone is having a difficult time, or is acting out their dissatisfaction by coming late to meetings, refusing to be present in team meetings by monkeying around in their iPhone, or routinely turning in their work after the deadline you wait, you put off the “big talk for small boys/girls.”
And it just gets worse. And worse. And even worse. Until you absolutely have to take action or your entire team or company will be all over you to do something.

3 – Hating To Admit The Mistake In Hiring
It’s not just that you have to face having confrontational conversations with the misfit in question; you also have to come to terms with the fact tat you got it wrong during the recruiting process. And even if you inherited the person when their former manager left the company or got promoted, you still had faith that everything would work out.
But now there’s no room for turning a blind eye, hoping against hope that you will be redeemed as having made a good decision in bringing the person on and/or having hoped they will turn themselves around and become reformed. You must accept defeat and it feels terrible.  So what to do the next time?

Three Management Misfit Musts
1 – Address Issues Immediately
The biggest mistake managers make is to wait to bring up problems. It gives both people a false sense of optimism that everything will be alright when it isn’t now and may never be. Nip problems in the bud, as they say, and you’ll be way ahead of the game when the person does step up to the plate OR they continue to spiral downhill making their exit a foregone conclusion.

2 – Allow Only One Second Chance
The second biggest mistake we see is managers waffling about what to do. They announce one thing (“You have to meet the next deadline or we’ll need to meet with HR.”) and then do something else (“I appreciate that there was some difficulty in your family this past month, perhaps you can get everything on track now.”) leaving the manage to believe they have many more options and/or chances going forward and therefore making the task of letting them go more prolonged and more painful—for both of you.

3 – Cut The Connection ASAP
We’ve seldom seen a PIP (performance improvement program) lead to someone turning it around and being able to stay on the job. We’re not saying never do it, but it’s cleaner and more in keeping with fair treatment to let the person go, allowing HR to take care of the specific details, so that the person can get on with their professional life and you can move on to recruit a more appropriate replacement. The sooner you can come to the conclusion that the person will not ever be a good culture fit, the better for everyone involved.
The key to moving forward with less pain and considerably reduced use of your precious time is to remember that almost never do people change their stripes in order to fit in where they don’t actually belong in the first place.

Original article can be found here

The True Meaning of 'Ladies and Gentlemen Taking Care of Ladies and Gentlemen'

The True Meaning of ‘Ladies and Gentlemen Taking Care of Ladies and Gentlemen’

Above the door of any serving area in a Ritz Carlton hotel is a sign that reads, ‘Ladies and gentlemen taking care of ladies and gentlemen.’

We’ve always like that phrase because it is a dignified and courteous reminder that the way we present ourselves to one another matters greatly.

This is never truer than it is in a professional context. It should go without saying that the quality of your work matters, but the way you conduct yourself and the image you project are of great importance, too.

To put it simply, people like to work with other people who are clean, collected, well-mannered and polite. No one wants to work on a project with a coworker who is sloppy, and people will avoid a team member who is mean, spiteful or rude.

Remember — each of us is always on stage. You make have heard the saying, ‘You only get one chance to make a first impression.’ To that, we’d add that it only takes one misstep — one instance of thoughtlessness, one day of poor personal appearance — to undo many days of meticulous upkeep. This is why it’s vital to be consistently courtly and polite.

So, back to that sign on the Ritz Carlton; if you can carry yourself like a lady or gentleman in any work-related context, chances are that you are well on your way to being the sort of worker employers value and coworkers want to be around.

As we all know – in the wine and spirits industry we always want to be that person on and off the stage.

 

When Not Everyone Agrees With You

The workplace can be a stressful environment, especially when people must work together to find solutions to urgent and complex problems.  Inevitably, not everyone in the workplace agrees with one another, and it can be difficult to propose new ideas when they carry the possibility of catalyzing disagreement and conflict.  It’s important to continue contributing new ideas even though not everyone may agree with you.  In addition, it’s equally important to know when to graciously defend your ideas, and when to allow for the possibility that you could be wrong.

Being wrong feels like being right.  In the workplace, and in life, it’s essential to keep in mind that being wrong can feel exactly like being right.  Kathryn Schulz explored this idea in a recent TED talk, in which she points out that there’s nothing that feels inherently different about being wrong compared to being right.  Thus, it’s necessary to accept that an idea that feels completely on-target could still potentially benefit from improvement.

What don’t others agree with, and why?  After accepting that not all of our ideas are right, or are the best solution to a particular problem, it’s important to take a moment to ask what it is that others don’t agree with.  Seeing our ideas from another person’s point of view can help us think critically and objectively about our ideas in order to determine whether we should continue to defend them, or whether we should let them go.

Ask for specific alternate solutions.  If somebody has spoken up in order to disagree with your idea, he or she should be prepared to offer an alternative solution.  It’s easy for others to criticize, but if they do so they should be able to back up their own ideas.  For example, ask those who disagree to tell you which solutions they think would be better suited to solve a particular problem.

To learn more about achieving success and improving your workplace environment, please visit our website or blog for a variety of articles.  If you have any questions or comments, please feel free to contact us!