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Negotiating Skills for Finance Professionals: Get What You Want When You Want It

Author/Moderator: Ron Rael, CPA
Publisher: AICPA
Availability: In Stock
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The ability to negotiate is not something people are born with — it is a skill that grows with practice. Negotiating is not compromising nor is it creating a win/lose outcome. In this course, you will discover that you are better able to negotiate for what you want when you want it by knowing the four critical skills of negotiation. Since each day you have opportunities to ask and get exactly what you want, you will gain the confidence to negotiate your way through any situation — buying a building, hiring someone, dealing with a difficult employee and managing resource allotments at budget time.

OBJECTIVES:

  • Develop a clear understanding of negotiating as a leadership tool
  • Understand what negotiating is all about and how to properly structure a negotiating session
  • Know what it takes to create a win/win outcome
  • Apply the negotiating skills on a daily basis
  • Negotiate through the landmines of personality issues
  • Develop a meeting environment that leads to win/win outcomes

PREREQUISITE: Experience in Financial Management

Table of Contents

  • Chapter 0 - Get What You Want When You Want It! Negotiating Skills for Finance People
    • Course Objectives
    • Atypical CPE
    • Workshop Roles
    • Introduction
      • Best Practices in the Way of Advice and Tactics
      • Use of Questions
      • Use of Analogies and Examples
      • 10~½~ Steps to a Successful Negotiating Session
  • Chapter 1 - Basics of Negotiating
    • Learning Objectives
    • The Game of Negotiation
    • My Story
    • What Is Negotiating?
      • Negotiating Defined
      • Issues Defined
      • Everyone Negotiates!
      • Negotiation is a Creative Process
    • What Makes a Formal Negotiation Successful?
      • Elements of a Negotiation
      • High Road Negotiator
      • Four Ingredients of a Negotiation
      • Typical Negotiation in the News
      • Criteria of a Successful "Winning" Negotiation
      • General Objectives of a Negotiation
      • More Options Produce a Better Outcome
    • How Do I Structure a Typical Business Negotiation?
      • Stages of the Negotiation
    • How Can I Get Them to Consider My Offer?
      • The Motivation to Negotiate
    • Is There More to This Than Simply Negotiating?
      • The Negotiating Spectrum
    • What Skills Does a Successful Negotiator Need?
      • Four Core Skills to Get What You Want in Negotiating
      • Fitting the Negotiating Stages and Skills into the Planning Map
    • In the End
    • Questions and Application Steps
  • Chapter 2 - The Negotiator's Mindset
    • Learning Objectives
    • Have An Attitude of Success
    • Attitudes Beget Behaviors
      • Mindset 1--The Confidence to Negotiate
      • Mindset 2--A Negotiator Mentality
      • Mindset 3--A Balanced Attitude
      • Mindset 4--The Confidence to Face Conflict
      • Conflict Negotiations
    • Conflict Reaction Style Self-Assessment
      • Conflict Reaction Style Survey Scoring and Interpretation Sheet
      • High Road Negotiator
      • My Story
      • Mindsets 5 and 6--The Confidence to Make Decisions and Take Risks
    • Negotiating Best Practices
      • "Ask for What You Want!"
      • "Ask for What You Want!"
      • "Ask For More Than What You Want!"
      • "Be Realistic!"
      • "Be Willing to Walk Away!"
      • My Story
    • In the End
    • Questions and Application Steps
  • Chapter 3 - Core Skill--Preparing to Negotiate
    • Learning Objectives
    • Good Fortune Is 90% Preparation
    • The 80/20 Rule in Negotiating
    • Set Your Objectives
      • Objective Setting
    • Objective Setting Questions
    • In Essence
    • Set Your Desired Outcomes
      • Most Common Types of Negotiations
      • Top Conditions Conducive to Crafting Win-Win Negotiations
    • Do the Research
      • Relying on Published Data
      • Limits on Objectivity
      • Third Party Objectivity
      • In Essence
    • Determine the Assumptions
      • Assumptions
    • Select Your Negotiating Strategy
      • Strategies and Tactics
      • Developing Your Strategy
    • Practice to Be Ready and Confident
      • Practice, Practice, Practice
      • Refuse to Negotiate
    • Negotiating Preparation Tools
      • Importance of These Tools
      • Tool: Negotiating Preparation Continuum
      • Tool for Selecting and Deciding on Tradeoffs
      • Tool for Selecting Alternatives Based Upon the Specific Issues
      • Tool: Preparation Questionnaire
    • In the End
    • Questions and Application Steps
  • Chapter 4 - Core Skill--Anticipating What to Expect
    • Learning Objectives
    • Can You Predict the Future?
    • See the Issues Instead of the Positions
      • Issues vs Positions
      • Define the Underlying Needs
    • Understand People's Basic Needs
      • Physiological Needs
      • Safety and Security Needs
      • Love and Recognition Needs
      • Self-Esteem Needs
      • Need to be Understood
      • In Essence
    • Anticipate the Needs of the Other Party
      • The Point
      • The Negotiating Iceberg
    • Anticipate Your Own Needs and Actions
      • Negotiating Benchmarks
    • Anticipating the Price or Cost Question
      • Process for Dealing with the Dreaded Price Question
      • Setting the Price
      • Reasons Why People Are Willing to Pay More
      • Emphasize Value Instead of Price
    • Set the Optimal Negotiating Climate
      • Negotiating Climate Defined
    • Negotiating Best Practices
      • "Know When to Stop!"
      • "Expect the Unexpected!"
      • "Don't Blink!"
      • "Don't Spend the Deal Until It Is Real!"
    • In the End
    • Questions and Application Steps
  • Chapter 5 - Core Skill--Relating to the Other Party
    • Learning Objectives
    • Walk in Their Shoes and Brains
    • The Forms of Relationships in Negotiating
      • Forms of Relationships
    • The Negotiator and Trust
      • The Importance of Trust
      • Keys to Building a Relationship Based on Trust
      • Trust and Negotiating Team
      • Cycle of Mistrust
      • Steps to Rebuilding Trust
      • Case Study of a High Road Negotiator
    • Retaining the Relationship
      • Negotiator's Remorse
    • The Negotiator's Need for Power
      • The Point
      • Why Does A Skilled Negotiator Need Power?
      • Thoughtful Power
      • Expertise Power--The CPA's Edge
      • Tool for Selecting Negotiating Alternatives
    • In the End
    • Questions and Application Steps
  • Chapter 6 - Core Skill--Communicating
    • Learning Objectives
    • Communication is More Than Talk
    • Communication in Negotiating
      • Common Communication Problems
      • Four Necessities for Competed Communications
      • Steps to Improving or Changing Your Communication Patterns
    • Listening
      • Process of Active Listening
      • 9~½~ Reasons to Take Notes During a Negotiating Session
      • Context
    • Using Questions
      • Only Ask the Right Questions
      • Probing Questions Defined
    • Honesty and Truth in Negotiating
      • Self-Interests vs the Truth
      • "Never Show Your Hand"
    • Emotions in Negotiating
      • "Keep Cool and in Control with Your Emotions in Check!"
    • Nonverbal Communications
      • Nonverbal Cues
      • Genuineness and Congruity in Communications
    • Interim vs Final Agreements
      • Verbal Agreements
      • Difference between Agreements and Commitments
      • Agreements and Contracts
    • Getting Buy-In
      • Selling Required
      • Convincing the Final Decision-Maker
      • Process for Selling Your Ideas
      • Ways to Make Your Proposal Acceptable
    • Negotiating Best Practices
      • "Never Speak First!"
      • "Clarify As You Go!"
      • "Document, Document, Document!"
    • In the End
    • Questions and Application Steps
  • Chapter 7 - Negotiating Pitfalls -- The Human Element
    • Learning Objectives
    • The Human Element in Negotiating
    • Ethics
      • The Point
      • Playing Poker
      • Modeling New Behaviors and Attitudes
    • Perception
      • Focus on People's Obvious Behaviors
      • Dealing with the Right Party
      • Face-Saving
      • Perception of Strength
    • Gender Differences
      • Negotiate with Yourself
      • Pitfalls for Women When Negotiating
      • False Gender Assumptions
    • Negotiator Personalities
      • Negotiator's Ego
      • The Dominant Behavior Style
      • The Extroverted Behavior Style
      • The Patience Behavior Style
      • The Detail Oriented Behavior Style
    • Unfair Negotiators
      • Meta-Talk
      • Difficult Negotiators and Climates
      • You May Be the Cause of the Difficult Personality
    • In the End
    • Questions and Application Steps
  • Chapter 8 - Negotiating Tactics and Issues
    • Learning Objectives
    • Your Bag of Tricks
    • Buyer vs Seller Mentality
    • Tactics
      • Negotiation Tactics Defined
      • How to Avoid Using Tactics
      • Offensive Negotiation Tactics
      • Defensive Tactics
    • Opening the Negotiation
    • Closing the Negotiation
      • "End on Good Terms!"
    • Negotiating Success Pyramid
      • Tool for Quick Negotiating Preparation
    • In the End
    • Questions and Application Steps
  • Chapter 9 - Commitment to Negotiate with Yourself
    • Learning Objectives
    • Convincing Yourself to Negotiate
    • Tool: the Plus/Delta
    • Other Negotiating Skills
    • Behaviors of the Successful Negotiator
    • 25~½~ Rules for Success in Negotiating
    • In the End
    • Questions and Application Steps
  • Chapter 10 - Ethics Focus: Business and Industry
    • Ethics Overview
    • Recent Developments
    • Key Ethical Dilemmas
    • Addressing Ethical Dilemmas
    • Available Resources
  • Chapter 11 - Latest Developments
  • Appendix A
    • Principled Negotiation
    • Art of the Deal
    • Understanding Nonverbal Communications
    • Professional's Advice
  • Appendix B - Negotiating Practice
    • Cases to Gain Comfort with Negotiating

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Excerpts

Chapter 0 - Get What You Want When You Want It! Negotiating Skills for Finance People

From Negotiation Lingo Explained

TAKING A POLL
i.e., "We are taking a poll on how well your solution fits our needs."
We need more time to think of a question.

Course Objectives
The ability to negotiate is not something people are born with--it is a skill that grows with practice. Negotiating is not about compromising or creating a win/lose outcome. In this highly interactive workshop, you will discover that you are better able to negotiate for what you want by learning the four core skills of preparing, anticipating, relating, and communicating (PARC). Today you will learn and practice how to negotiate.

As a result of participating in this workshop, you will:
  • Understand what negotiating is all about.
  • Know what it takes to create a win-win outcome.
  • Be able to negotiate for what you want.
  • Select and use tactics to match your negotiating strategy.
  • Establish your overall plan for an important negotiation.
  • Establish a priority system over what you asked for.
  • Use techniques to make you comfortable in all negotiating situations.
  • Apply the skills for being more successful in your job with confidence.
This workshop is designed for anyone in the accounting profession who has a desire or need to negotiate. What you negotiate about is not as important as why you are negotiating and the outcomes you wish to create. We will enhance your abilities and success as a negotiator, no matter what your experiences have been thus far.

Atypical CPE
This course will be very different from the type of CPE you are used to taking. It is not a lecture session--it is a skill practice. The primary focus of this workshop will be in four areas:
1. Fully understand the process of negotiating.
2. Practice negotiating in different situations with peers and colleagues.
3. Obtain insightful feedback on what you did right.
4. Focus on how the accountant can become a better negotiator.

This format will definitely be challenging to you and your peers. However, by the end of this workshop, you will have significantly enhanced your skills as a negotiator. The final step will be up to you. In order to retain this knowledge so that you can apply it the next time you negotiate, you will need to practice, practice, and practice some more!

Workshop Roles

  • Discussion Leader--To disseminate and explain the tools, ideas, and processes.
  • Participants (you)--To contribute ideas, learn, explain, and apply the information.
  • Observer--To watch you as you practice the skill and provide feedback and suggestions.

Thank you for being present today!

Introduction

From Negotiation Lingo Explained

TO NEGOTIATE
i.e., "We feel we need to negotiate the price."
To seek a meeting of minds without knocking together the heads.

Answer This Question:
How does it feel when someone takes advantage of you?

When you do not know how to negotiate, every agreement or deal is a gamble and you will be taken advantage of!

Many people feel that negotiating is dickering over the price of a car or some gewgaw at a flea market. This attitude means that in a negotiation situation you have already lost.

Change your feelings, attitude, and thoughts and you will get more of what you want when you want it.

Best Practices in the Way of Advice and Tactics
The sections noted with quotation marks (e.g., "Know When to Fold Them") are specific advice offered by experienced negotiators. A major purpose of this course is to dispel myths that accountants and CPAs have about negotiating, and I include these sections with my own opinions.

Use of Questions

In this course, I use a lot of questions both in the "Answer This Question" section and as Tools. They are designed to prompt your thinking and to help you prepare adequately for your next negotiating session. In negotiating, questions are far more important than opinions and answers because negotiating is more of an art than a science.

Use of Analogies and Examples

I will use quite a few analogies to help you understand negotiating better. Besides the proverbial pie to be divided, I use marbles and playing cards. For example, in the process of negotiating, I use selling a house, asking for a raise, selling a car, and resolving workplace disputes. Even though they are simple examples, you can substitute the specific things you normally negotiate for and the end result will be the same. The simple examples are designed to keep the novice negotiator from moving into the turtle mode as they negotiate with more experienced negotiators.

Activity
Before You Start Negotiating

Answer These Questions
What are some of the challenges you face with negotiating?
Why can negotiating be considered challenging by some people?
What is your reaction when someone tries to negotiate with you?
How do you truly feel about having to conduct a formal negotiation for something like a car, a raise, a house, financing, or a change in behavior?
What criteria will you use to ensure that your time spent in this workshop was invested wisely?

The Point
Describing your feelings (on paper or out loud) expands your thinking. Now that you have honestly expressed your personal feelings regarding negotiating, you are open to learn something new and are now able to color outside your lines.

Self-Assessment #1: Are You Willing and Able?
Rate your abilities in each of these seven areas:
 
 
Rating:
Ability to:
Excellent
Very
good
Good
Adequate
Poor
Not
at all
Negotiate formally            
Get what you
ask for
           
Persuade
someone
           
Plan ahead            
Anticipate something            
Relate to
another person
           
Communicate            

Answer Key:
If you rated yourself high in the last four areas, then you have the ability to negotiate for anything!

Ready to ask for what you want, when you want it?

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Videocourse Details

NASBA Field of Study: Communications
Level: Intermediate
Recommended CPE Credit: 12
Negotiating Skills for Finance Professionals: Get What You Want When You Want It
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