X-Spam-Flag: NO X-Envelope-From: merilee@kerncommunications.com Return-Path: Received: from dukecmmtar03.coxmail.com (dukecmmtar03.coxmail.com [68.99.120.44]) by mail122c38.carrierzone.com (8.13.6/8.13.1) with ESMTP id pBCHxBQO021999 for ; Mon, 12 Dec 2011 12:59:16 -0500 Received: from dukecmimpo01.coxmail.com ([68.99.120.134]) by dukecmmtar03.coxmail.com (InterMail vM.7.08.02.01 201-2186-121-102-20070209) with ESMTP id <20111212175911.KLK19539.dukecmmtar03.coxmail.com@dukecmimpo01.coxmail.com>; Mon, 12 Dec 2011 12:59:11 -0500 Received: from merilee07cf8a9 ([68.15.13.44]) by dukecmimpo01.coxmail.com with bizsmtp id 8Hz91i00B0x1YcL01HzARt; Mon, 12 Dec 2011 12:59:11 -0500 Message-ID: <4402408A0E944237A61BE3FFD3AEE774@merilee07cf8a9> Reply-To: "Merilee Kern" From: "Merilee Kern" To: "Jennifer Canzoneri" , "'Arthur Wylie'" , "Raoul Davis" , , "Merilee Kern" Subject: Hartford Business Journal Online Placement Date: Mon, 12 Dec 2011 09:59:44 -0800 Organization: Kern Communications.com MIME-Version: 1.0 Content-Type: multipart/related; boundary="----=_NextPart_000_0F82_01CCB8B4.C660ABB0"; type="multipart/alternative" X-Priority: 3 X-MSMail-Priority: Normal X-Mailer: Microsoft Outlook Express 6.00.2900.5931 X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.6157 X-CSC: 0 X-CHA: v=1.1 cv=7ckFYp1mCNvF1nmAYEAFvHy9ZqjbnBVm+D/wHdnxbkE= c=1 sm=1 a=SEp1SBYKbngA:10 a=nGo8SpNOHtMA:10 a=OkTZCP_1vwgA:10 a=AKOHMRsPwIEA:10 a=amoHW2/Lxk+JwdK3UfH89Q==:17 a=1gDg1lUWAAAA:8 a=-t6udeNIAAAA:8 a=8MnrsogDr7n0m1c5g8EA:9 a=rNN18lMwG1nOXYWZ7O0A:7 a=pILNOxqGKmIA:10 a=EBmQH2XblbcA:10 a=F3Ikxha1PmaRuEpH:21 a=dMNTpzBYi4G_6t2P:21 a=WgXdqnBA9hLDifBme0kA:9 a=lQ2RqOmd4x1B_OYwtPYA:7 a=DyvGC9x1Vc8A:10 a=H8koCcHJIxQDKMVZq_sA:9 a=KQqxNPgzF0kA:10 a=R-0UT98PFu0A:10 a=h6fa25V5r_M6v0os:18 a=GQNcxYAmtLXB/ffFAU8xTQ==:117 This is a multi-part message in MIME format. ------=_NextPart_000_0F82_01CCB8B4.C660ABB0 Content-Type: multipart/alternative; boundary="----=_NextPart_001_0F83_01CCB8B4.C660ABB0" ------=_NextPart_001_0F83_01CCB8B4.C660ABB0 Content-Type: text/plain; charset="Windows-1252" Content-Transfer-Encoding: quoted-printable http://www.hartfordbusiness.com/news21796.html Negotiation know-how: 6 keys to deal making By Arthur Wylie=20 Today -------------------------------------------------------------------------= ------- Whether in your business or personal life, making deals =97 from the = biggest ones that take months to finalize and involve teams of lawyers = to the nominal ones that are sealed with a handshake after a 10-minute = chat =97 is an art. Deal making is a craft that, when done well, requires a skillful, = visionary and inspired application of key principles and methods to = create a desirable end result. When you=92ve mastered this art, you will successfully negotiate deals = in which all parties involved walk away with a win.=20 And, don=92t underestimate the small deals, which can help you gain = confidence with the process and also nurture other people=92s confidence = in you =97 and reverence for you. Indeed, it=92s often the culmination = of small deals that lead to the big one.=20 Steve Jobs, Warren Buffett, Mark Zuckerberg and Sam Walton didn=92t = start out making headlines. They crawled before they could walk and = ultimately made sure they were prepared to win the proverbial race when = they approached the starting line of a mammoth business deal.=20 Here are some basic steps to becoming an ace dealmaker:=20 =95 Key # 1: Know your value. While you can=92t know every possible = result that the other party would want, be sure to understand what your = offer or position can do for them. This means researching all the = potential benefits and ways that your idea, product and/or service could = help the other party, whether it is solve a problem, increase earning = potential or simply make their life or business more convenient and = enjoyable. If your argument is lacking some key benefit, then it is up = to you to figure out how to adapt it so that it can serve the needs of = your target audience while also achieving your own objectives. This = takes time, effort, forethought and sometimes research, but it is well = worth it when it=92s clear to the other party that you not only = understand their needs, but you also seek to structure an agreement = that=92s in their direct best interest as well.=20 =95 Key # 2: Personal relations. Relationship management is the key to = showing the other party who you are as an individual, what you can do, = where your values lie and how the deal at hand will benefit everyone = involved. You learn about them; they learn about you =97 it=92s a two = way street. Both parties must feel that there=92s synergy =97 a = chemistry of sorts; only then can a mutually beneficial relationship be = forged. From there, you present your win-win case, handshakes are = offered and agreements are signed. Frequently, deals can close quickly = and easily because people have come to know and trust you, either = directly or by referral, making them comfortable to do business with = you. If you create a strong enough brand and a stellar enough = reputation, others will want to be part of the success you=92ve amassed. = Your opposition will clamor to close the deal with you.=20 =95 Key # 3: Get buy-in on your vision. Getting others on board with = your plan can be challenging, especially when there are many people = involved and/or there is much at stake relative to risk and potential = upside. A critical step in artful deal making is to convey and = articulate your vision of the outcome in such a way that the opposing = party will desire that very same outcome. The =93WIIFM=92 =97 = =93what=92s in it for me=94 =97 factor must be made crystal clear to the = other party as you present your position. Of course, to do this = effectively, you must first understand, or predict based on sound = preparation, what the vision of the other party is likely to be at the = onset of negotiations. This way, you can appropriately integrate = synergistic ideas so that the visions ultimately meld. In addition, = vision buy-in will be facilitated if you underscore to the other person = that they will still be involved at a conceptual level as the project = ensues.=20 =95 Key # 4: Be humble. You have to be humble, but firm, to effectively = broker a deal. There=92s a fine line between the two, particularly when = you=92re dealing with people who have already attained a measure of = success. Always respect the positions of the other people involved in = your negotiations, no matter how badly, or not, you want the deal. = It=92s important to be fair and honest about the negotiation and to keep = your intentions pure. You need to let people know you have the ability = and desire to perform the task you=92re charged with. You also need to = showcase with quantifiable examples that you put 100 percent effort = behind everything you do. At the same time, you must express genuine = respect and appreciation for what the other parties, what they have done = and who they are =97 even if they=92re, well, jerks. Even a jerk can = grow to appreciate, respect and ultimately benefit you, and once that = two-way street is established negotiations can ensure and deals can be = made. Humility with backbone. It=92s a tricky combination to maintain, = but one that=92s absolutely mission critical.=20 =95 Key # 5: Finesse. No matter how large or small, almost every deal = takes finesse, which is where skill and natural ability meet. This is = where you get to have fun and allow your personality to shine. It means = being able to explore different angles and try the somewhat weird and = wacky =97 maybe even a bit of the fearless and crazy. It=92s problem = solving with a twist. It=92s poise and diplomacy. It=92s art. In the = end, when finesse comes into play, the parties genuinely like each other = and all sides look for ways to make sure the deal becomes a reality. For = the best wheeler-dealers, finesse comes naturally; they don=92t even = know they=92re doing it. If you=92re lucky, it works that way for you as = well. If not, develop it, let it flow and have fun trying it.=20 =95 Key # 6: Swagger. Swagger is an attitude you implement through = finesse; it uses finesse as a tool. If finesse is about problem solving = and outside-the-box thinking, then swagger is about having commanding = and authoritative disposition and demeanor but without being pretentious = or arrogant. It=92s about knowing how good you are and hinting at what = you are capable of but without being braggadocios. Swagger is a spirited = characteristic that you possess and radiate without ever compromising = your integrity or sacrificing your general likability. In a deal-making = situation, your swagger should exude confidence, success and = fearlessness. Hit the right notes with your swagger, and you=92ll walk = away with what you want.=20 Master the six steps outlined above and you=92ll be ready for some high = stakes deal making. Remember, though, that Rome wasn=92t built in a day, = so conquering negotiating skills isn=92t going to happen that quickly = either. Start small before attempting to hit the Big Leagues. You may = have to stumble a few times, but just get back up and go at it again. = Along the way, keep both your successes and your failures in = perspective, remembering that they are just stepping-stones along your = lifetime of deal adventures. Once you=92ve mastered the art, aim high = =97 just like those seemingly crazy and fearless billionaires. Arthur Wylie is the author of =93Only the Crazy and Fearless Win BIG!: = The Surprising Secrets to Success in Business and in Life=94 = (www.CrazyandFearless.com) and serves as CEO of Arthur Wylie Enterprises = =97 a brand with diverse practice areas, including include business = consulting, real estate, investing, speaking, entertainment/film = production, book publishing and philanthropy.=20 ------=_NextPart_001_0F83_01CCB8B4.C660ABB0 Content-Type: text/html; charset="Windows-1252" Content-Transfer-Encoding: quoted-printable
http://www.hartfo= rdbusiness.com/news21796.html
 
 

Negotiation know-how: 6 keys to deal making

By Arthur Wylie

Today

3D"ArthurWhether=20 in your business or personal life, making deals =97 from the biggest = ones that=20 take months to finalize and involve teams of lawyers to the nominal ones = that=20 are sealed with a handshake after a 10-minute chat =97 is an art.

Deal making is a craft that, when done well, requires a skillful, = visionary=20 and inspired application of key principles and methods to create a = desirable end=20 result.

When you=92ve mastered this art, you will successfully negotiate = deals in which=20 all parties involved walk away with a win.

And, don=92t underestimate the small deals, which can help you gain = confidence=20 with the process and also nurture other people=92s confidence in you =97 = and=20 reverence for you. Indeed, it=92s often the culmination of small deals = that lead=20 to the big one.

Steve Jobs, Warren Buffett, Mark Zuckerberg and Sam Walton didn=92t = start out=20 making headlines. They crawled before they could walk and ultimately = made sure=20 they were prepared to win the proverbial race when they approached the = starting=20 line of a mammoth business deal.

Here are some basic steps to becoming an ace dealmaker:

=95 Key # 1: Know your value. While you can=92t know = every=20 possible result that the other party would want, be sure to understand = what your=20 offer or position can do for them. This means researching all the = potential=20 benefits and ways that your idea, product and/or service could help the = other=20 party, whether it is solve a problem, increase earning potential or = simply make=20 their life or business more convenient and enjoyable. If your argument = is=20 lacking some key benefit, then it is up to you to figure out how to = adapt it so=20 that it can serve the needs of your target audience while also achieving = your=20 own objectives. This takes time, effort, forethought and sometimes = research, but=20 it is well worth it when it=92s clear to the other party that you not = only=20 understand their needs, but you also seek to structure an agreement = that=92s in=20 their direct best interest as well.

=95 Key # 2: Personal relations. Relationship = management is=20 the key to showing the other party who you are as an individual, what = you can=20 do, where your values lie and how the deal at hand will benefit everyone = involved. You learn about them; they learn about you =97 it=92s a two = way street.=20 Both parties must feel that there=92s synergy =97 a chemistry of sorts; = only then=20 can a mutually beneficial relationship be forged. From there, you = present your=20 win-win case, handshakes are offered and agreements are signed. = Frequently,=20 deals can close quickly and easily because people have come to know and = trust=20 you, either directly or by referral, making them comfortable to do = business with=20 you. If you create a strong enough brand and a stellar enough = reputation, others=20 will want to be part of the success you=92ve amassed. Your opposition = will clamor=20 to close the deal with you.

=95 Key # 3: Get buy-in on your vision. Getting = others on=20 board with your plan can be challenging, especially when there are many = people=20 involved and/or there is much at stake relative to risk and potential = upside. A=20 critical step in artful deal making is to convey and articulate your = vision of=20 the outcome in such a way that the opposing party will desire that very = same=20 outcome. The =93WIIFM=92 =97 =93what=92s in it for me=94 =97 factor must = be made crystal clear=20 to the other party as you present your position. Of course, to do this=20 effectively, you must first understand, or predict based on sound = preparation,=20 what the vision of the other party is likely to be at the onset of = negotiations.=20 This way, you can appropriately integrate synergistic ideas so that the = visions=20 ultimately meld. In addition, vision buy-in will be facilitated if you=20 underscore to the other person that they will still be involved at a = conceptual=20 level as the project ensues.

=95 Key # 4: Be humble. You have to be humble, but = firm, to=20 effectively broker a deal. There=92s a fine line between the two, = particularly=20 when you=92re dealing with people who have already attained a measure of = success.=20 Always respect the positions of the other people involved in your = negotiations,=20 no matter how badly, or not, you want the deal. It=92s important to be = fair and=20 honest about the negotiation and to keep your intentions pure. You need = to let=20 people know you have the ability and desire to perform the task you=92re = charged=20 with. You also need to showcase with quantifiable examples that you put = 100=20 percent effort behind everything you do. At the same time, you must = express=20 genuine respect and appreciation for what the other parties, what they = have done=20 and who they are =97 even if they=92re, well, jerks. Even a jerk can = grow to=20 appreciate, respect and ultimately benefit you, and once that two-way = street is=20 established negotiations can ensure and deals can be made. Humility with = backbone. It=92s a tricky combination to maintain, but one that=92s = absolutely=20 mission critical.

=95 Key # 5: Finesse. No matter how large or small, almost every deal = takes=20 finesse, which is where skill and natural ability meet. This is where = you get to=20 have fun and allow your personality to shine. It means being able to = explore=20 different angles and try the somewhat weird and wacky =97 maybe even a = bit of the=20 fearless and crazy. It=92s problem solving with a twist. It=92s poise = and diplomacy.=20 It=92s art. In the end, when finesse comes into play, the parties = genuinely like=20 each other and all sides look for ways to make sure the deal becomes a = reality.=20 For the best wheeler-dealers, finesse comes naturally; they don=92t even = know=20 they=92re doing it. If you=92re lucky, it works that way for you as = well. If not,=20 develop it, let it flow and have fun trying it.

=95 Key # 6: Swagger. Swagger is an attitude you = implement=20 through finesse; it uses finesse as a tool. If finesse is about problem = solving=20 and outside-the-box thinking, then swagger is about having commanding = and=20 authoritative disposition and demeanor but without being pretentious or=20 arrogant. It=92s about knowing how good you are and hinting at what you = are=20 capable of but without being braggadocios. Swagger is a spirited = characteristic=20 that you possess and radiate without ever compromising your integrity or = sacrificing your general likability. In a deal-making situation, your = swagger=20 should exude confidence, success and fearlessness. Hit the right notes = with your=20 swagger, and you=92ll walk away with what you want.

Master the six steps outlined above and you=92ll be ready for some = high stakes=20 deal making. Remember, though, that Rome wasn=92t built in a day, so = conquering=20 negotiating skills isn=92t going to happen that quickly either. Start = small before=20 attempting to hit the Big Leagues. You may have to stumble a few times, = but just=20 get back up and go at it again. Along the way, keep both your successes = and your=20 failures in perspective, remembering that they are just stepping-stones = along=20 your lifetime of deal adventures. Once you=92ve mastered the art, aim = high =97 just=20 like those seemingly crazy and fearless billionaires.

 

 

Arthur Wylie is the author of =93Only the Crazy and Fearless Win = BIG!: The=20 Surprising Secrets to Success in Business and in Life=94=20 (www.CrazyandFearless.com) and serves as CEO of Arthur Wylie Enterprises = =97 a=20 brand with diverse practice areas, including include business = consulting, real=20 estate, investing, speaking, entertainment/film production, book = publishing and=20 philanthropy.

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