Half day training event held in Toronto.

1. Negotiating and influencing with
success
by Toronto Training and HR
May 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Negotiation maxims
Contents 9-11
10-11
Ethical negotiations
Core concerns of negotiation
12-13 Dealing with subcontractors
14-15 Renegotiating supply contracts
16-17 Effect of culture on levels of influence
18-19 Obstacles that can stand in the way of success
20-21 Authority
22-23 Influencing tactics for a business leader
24-25 How to influence powerful people
26-29 Effective negotiating
30-32 Changing jobs
33-34 Buying a new car
35-39 Securing a raise
40-43 Starting salaries
44-46 Strategies to be an effective influencer
47-49 Building a reputation as a powerful influencer
50-51 Drill
52-53 Conclusion and questions
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Negotiation maxims
Page 5

6. Negotiation maxims
“Great negotiators never argue with reasons; they
argue the facts”
“You never have to prove anyone wrong; you only
have to prove yourself right”
“People will consider what you have to say, to the
exact degree you demonstrate you understand
their point of view”
Page 6

7. Making your case
Page 7

8. Making your case
Preparation
The structure
The technique
Summary and questions
Page 8

9. Ethical negotiations
Page 9

10. Ethical negotiations 1 of 2
Establish your credibility and that of your client
Consider sharing negative information
Determine your clients' interests and goals
Discourage your clients from coming to the table
with a bottom line
Make as many concessions as you can
Develop a rapport with the other side
Understand the basis for the proposals
Page 10

11. Ethical negotiations 2 of 2
Be respectful and don’t bully
Let your clients make the deal they want
Stay optimistic
Page 11

12. Dealing with
subcontractors
Page 12

13. Dealing with subcontractors
One throat to choke
Subcontractor failures
Timing is everything
Negotiating strategy
Managing subcontractor defaults
Practical realities
Page 13

14. Renegotiating supply
contracts
Page 14

15. Renegotiating supply contracts
What’s the position?
Don’t drag your heels
Bring them to the table
It takes two to tango
Do your prep
Be clear what you want
Be ready to walk
Set the rules of engagement
Strike the right tone
Page 15

16. Effect of culture on levels
of influence
Page 16

17. Effect of culture on levels of
influence
Formal methods of influence
Informal methods of influence
Who is most influential?
What is the basis of this influence?
Page 17

18. Obstacles that can stand
in the way of success
Page 18

19. Obstacles that can stand in the
way of success
Fear of rejection
Not being clear about what you must have
Poor command of the language
“Situational influence”
Feeling guilty
Page 19

20. Authority
Page 20

21. Authority
Definition
Credibility
Delegation
Page 21

22. Influencing tactics for a
business leader
Page 22

23. Influencing tactics for a
business leader
Silent authority
Assertiveness
Exchange
Coalition formation
Upward appeal
Ingratiation
Impression management
Persuasion
Information control
Page 23

24. How to influence powerful
people
Page 24

25. How to influence powerful
people
Manage first impressions
Know what you are doing
Practice humility
Show appreciation
Guard your independence
Page 25

26. Effective negotiating
Page 26

27. Effective negotiating 1 of 3
Know what you want
Appreciate your own physical presence
Make sure you’re negotiating with the right person
Try to read the people across the table from you
Understand their personality
Be honest with yourself
Recognize that people ask for me than they expect
to get
Share the logic for your requests
Page 27

28. Effective negotiating 2 of 3
Trust, but verify
Resist the temptation to cut the pie in half
Don’t negotiate by email
Give to get
Perception is more important than reality
Put all your big issues on the table
Make sure your concessions are acknowledged
Use your leverage
Be prepared
Page 28

29. Effective negotiating 3 of 3
Know when to walk away
Don’t let negotiations drag on too long
Page 29

30. Changing jobs
Page 30

31. Changing jobs 1 of 2
If you are being lured from secure employment,
how much money are you leaving on the table by
resigning? Have you thought about how to recoup
this money from your new employer?
If you have signed any restrictive covenants with
your current employer such as a non-solicitation
clause, have you disclosed and addressed this
topic with the new employer?
Page 31

32. Changing jobs 2 of 2
Have you calculated the value of your current
benefit package and compared it to the new
employer’s package?
Do you really understand the performance
compensation scheme in place with the new
employer?
What kind of job security do you need –
particularly if you are leaving secure long-term
employment? Have you thought of an exit strategy
if the new employer is sold or is taken public?
Page 32

33. Buying a new car
Page 33

34. Buying a new car
Set targets
Create competition between dealers
Feign interest in a model not stocked to settle for
an alternative
Be flexible
Avoid unnecessary charges
Page 34

35. Securing a raise
Page 35

36. Securing a raise 1 of 4
Just because you’re new to the job force doesn’t
mean you can’t ask for more…
…but don’t push your luck too much
Don’t limit yourself to talking about money
Know the best time to bargain
Come prepared
Be resourceful
Page 36

37. Securing a raise 2 of 4
PROVE YOUR VALUE TO THE EMPLOYER
You need to be clear and fluent about why you
deserve what you're asking for without sounding
defensive
You want to be able to highlight what the market
value is for a person with your skills and
experience
If there have been any occasions in the past
where your performance was less than exemplary,
note this and be prepared to offer an explanation
Page 37

38. Securing a raise 3 of 4
PROVE YOUR VALUE TO THE EMPLOYER
Your ability to get a raise will depend a lot on how
your company is doing financially
Practice in advance
A raise doesn't have to come in dollar signs
Page 38

39. Securing a raise 4 of 4
WHAT DOES IT DEPEND UPON?
Level of experience and skills
Person negotiating with
Type of organization
Page 39

40. Starting salaries
Page 40

41. Starting salaries 1 of 3
Calculate minimum starting salary
Research salaries and benefits
Determine your market value
Have a firm job offer before you negotiate
Convey an element of flexibility
Let the prospective employer broach the subject
first
Repeat the amount of the offer and stay silent
Page 41

42. Starting salaries 2 of 3
Look at the total package
Share your research
Make your case
Emphasize the benefits of your skills
Be ready to demonstrate that you have the exact
skills needed
Prepare to trade
Negotiate with respect
Page 42

43. Starting salaries 3 of 3
Don’t get discouraged during salary negotiations
Get it in writing
Be reasonable and flexible
Demonstrate your excitement for the job
Page 43

44. Strategies to be an
effective influencer
Page 44

45. Strategies to be an effective
influencer 1 of 2
You have to believe in yourself and believe that
what you want (your goals and intentions), is
valuable, necessary, and relevant
Be very, very clear about your goal
Know what your best alternative to a negotiated
agreement (BATNA)
Identify the audience correctly
Page 45

46. Strategies to be an effective
influencer 2 of 2
Be seen as a trustworthy individual of high
integrity, someone who is looking out not only for
his or her own best interests but also for the best
interests of the parties he or she is attempting to
influence
Page 46

47. Building a reputation as a
powerful influencer
Page 47

48. Building a reputation as a
powerful influencer 1 of 2
Know what you want to accomplish
Specifically identify the person you must persuade
Choose the optimal time and place for persuasion
Understand the other person’s position and
interests before you begin the process
While you’re in conversation, listen for overlap and
commonality, so you can begin your discussion
from a position of agreement
Page 48

49. Building a reputation as a
powerful influencer 2 of 2
Prepare to sacrifice “wants” to gain “musts”
Be sure there is opportunity for a win-win-win
situation for all involved
Reflect on and reaffirm the agreement, which
means summarizing it as you go through the
process
Aim for a commitment, because buy-in is as
important as an agreement
Document the agreement as necessary
Page 49

50. Drill
Page 50

51. Drill
Page 51

52. Conclusion and questions
Page 52

53. Conclusion and questions
Summary
Videos
Questions
Page 53