Chapter 1 - Strategic Networking

1.01 Strategic Networking - Part 1 (17 min.) Sample Lesson
1.02 Strategic Networking - Part 2 (13 min.)
1.03 Strategic Networking - Part 3 (18 min.)

Chapter 2 - Negotiation & Conflict Types and Engagement Tactics

2.01 Negotiation and Conflict Types - Part 1 (17 min.)
2.02 Negotiation and Conflict Types - Part 2 (9 min.)
2.03 Negotiation and Conflict Types - Part 3 (8 min.)
2.04 Negotiation and Conflict Types - Part 4 (12 min.)
2.05 Negotiation and Conflict Types - Part 5 (7 min.)
2.06 Negotiation and Conflict Types - Part 6 (20 min.)

Chapter 3 - Conflict Resolution - Respect

3.01 Conflict Resolution (8 min.)
3.02 Respect (15 min.)
3.03 The FEARs (11 min.)
3.04 Empathy (9 min.)
3.05 Autonomy (12 min.)
3.06 Recognition (18 min.)

Chapter 4 - Conflict Resolution - React

4.01 Conflict Resolution - Review (4 min.)
4.02 React (11 min.)
4.03 Defensiveness (12 min.)
4.04 Blame (12 min.)
4.05 Self-Control (12 min.)

Chapter 5 - Conflict Resolution - Respond

5.01 Conflict Resolution - Respond (17 min.)
5.02 Active Listening (24 min.)
5.03 The Non-verbals (16 min.)
5.04 Methods of Response (22 min.)

Chapter 6 - Conflict Resolution - Resolve

6.01 Conflict Resolution - Resolve (31 min.)
6.02 Case Study (21 min.)

Chapter 7 - Persuasion, Influence & Power

7.01 Persuasion and Influence (9 min.)
7.02 Likeability (7 min.)
7.03 Social Proof, Authority & Scarcity (17 min.)
7.04 Commitment & Consistency (3 min.)
7.05 Unity / Team (4 min.)
7.06 Power (14 min.)

Chapter 8 - Ethics in Negotiations

8.01 Ethics in Negotiations - Part 1 (7 min.)
8.02 Ethics in Negotiations - Part 2 (10 min.)
8.03 Ethically 'Grey' Tactics (9 min.)
8.04 Deceptive Tactics (28 min.)

Chapter 9 - Distributive vs. Integrative Negotiations

9.01 Distributive vs Integrative Negotiations (25 min.)
9.02 Integrative Negotiations (12 min.)

Chapter 10 - Value Creation

10.01 Value Creation (13 min.)
10.02 First Offer (15 min.)

Chapter 11 - Planning, Process, Teams & Strategy

11.01 Planning, Process, Teams & Strategy (21 min.)

Chapter 12 - Cross-Cultural Negotiations

12.01 Cross-Cultural Negotiations (14 min.)
12.02 Scenario #2 (6 min.)
12.03 Scenario #3 (12 min.)
12.04 Cross-Cultural Checklist (6 min.)

Chapter 13 - Government Negotiations

13.01 Government Negotiations - Part 1 (18 min.)
13.02 Government Negotiations - Part 2 (19 min.)
13.03 Government Negotiations - Part 3 (16 min.)
13.04 Government Negotiations - Part 4 (23 min.)

Chapter 14 - Summary

14.01 Negotiation & Conflict Resolution - Summary (9 min.)

Negotiation & Conflict Resolution Training by The Negotiations Collective / Chapter 1 - Strategic Networking

Lesson 1.01 Strategic Networking - Part 1

Buy Now $899

Transcript

01. Lesson 1.01: Strategic Networking - Part 1 02. Negotiation Services 03. The Negotiations Collective 04. Learning Expectations 05. Learning Agenda 06. Survey 07. Strategic Networking 08. Why is Networking Important 09. Networking ROI 10. C-Suite Skills That Matter Most 11. Building Strategic Networking Skills 12. Know Your Who 13. WHO: RASCI 14. Exercise 1 15. Value Proposition 16. Exercise 2

01. Lesson 1.01: Strategic Networking - Part 1

Hi, I'm Joanna Shea, the CEO fromand welcome to module 1:of our 12 module learning program in Negotiations and Conflict Resolution.

02. Negotiation Services

So a little bit about the firm is what we do is we love to do in-person training, this, or negotiation advisory services.

03. The Negotiations Collective

Now little bit about me before we dig into the really good stuff because we're going to have a fun time together. My background is commercial negotiations, 15 to 20 years negotiating large commercial transactions in the energy utility infrastructure space. Things got colorful. I've had tables flipped, I've had coffees thrown at me and I hope in your negotiations and conflicts it never goes that far. But having those experiences has made me think deeply. And then in thinking deeply I had the opportunity to meet some incredible people and from there we created the negotiations collective. My partner Scott Tillema is going to be walking you through modules 3, 4, 5 and 6 on conflict resolution. Another one of our senior associates is going to be walking you through module 8 on negotiations ethics and module 12 on cross-cultural negotiations. So consider this a journey. This is chapter one, but we're going to take you through a staircase learning to get you more because that's what I'm assuming you're here for, not just for your PD credits, but you want more - more joy, more confidence, more learning, more trust. And through what we're going to teach you you're going to get it.
Now we look at negotiations like a 3 legged stool, right. Like a lot of you are engineers in here. You understand system supports. First leg is strategic networking. That's this chapter, this module. The reality is no matter how bright you are - and this might be hard to swallow - if you don't know the 'Who' you're never, you're never going to get your 'What'. And I'm sorry but that's why you're here. You need to be strategic about who that person is because once you know the 'Who' you have the first step to getting more. That's leg 1 - strategic networking. Leg 2 is conflict management, conflict resolution. It's going to come hard and it's going to come fast. You know it. I know it. And it's going to get tough. If you don't know how to respect, react, respond and resolve, you're never going to get to the third leg of our stool which is negotiation. And that's where the rubber hits the road and that's where the value is created.

04. Learning Expectations

Again, I know you're here for PD credits. I won't take it personally. But what are your learning expectations? What do you want? So as you come along on this journey with us - The Negotiations Collective - think deeply about what you want. You do you but what does more look like for you and how is this class going to make you more successful?

05. Learning Agenda

So our learning agenda for module 1 is this: Why is networking important? This group that SAGA caters to - this is a very technical, expert subject matter, expert type individual - Left brain typically. What you need to match with your brilliant brains is theto push, because at this point you're not negotiating with robots (maybe some of you are). But it's people and we have feelings. And when they're triggered and we're disrespected people shut down and bad things happen. So networking, strategically building those relationships. We're going to walk about why it's important. Identification of who you're 'Who' is, what's your value proposition, networking opportunities, impression management, asking for more and commitment maintenance and growth. Think about this. My first question to you: Is networking critical to your career success? Think about that.

06. Survey

Okay, now second question: if you said yes in your head what are you doing about it? Are you making a conscious, strategic effort to build your strategic network? If you aren't consider that learning opportunity number 1. And then here's my bridge for you. Can you link your negotiation success to your strategic network? There you go. There's the bridge. That's the reality. You having those relationships is the 'Who' that gets you to your targeted 'What'.

07. Strategic Networking

Now, potentially an awkward question, but do you have friends? Okay, I'm assuming yes. Fantastic! (that would have been awkward). Butis relationship management. That's what that is. If you have friends you can do this. But eyes on your prize - What do you want? Because then from relationships you get support and from support you get leverage, and from leverage you get opportunities. So here's a critical learning. If you're not asking for what you want you're never going to get it. So when you're looking at your strategic network know that it's reciprocal and you're going to hear me speak about that frequently in our training. But reciprocation is relationships - you give and get, you give and get, and then you get more.

08. Why is Networking Important

Now, just driving this point home, networking is important because - I will say this frequently - without the 'Who' you will never get your 'What'. But then it's also building social capital. Visualize your bank account. Let's make that fat, personally and monetarily. It builds and it builds. It builds your experience and your contacts and it's career productivity and it facilitates personal growth.

09. Networking ROI

Now what I might have just said may have been construed as warm and fuzzy. Fair enough, but if you don't believe my warm and fuzzy believe the numbers. This research was done out of Germany in 2009 and it correlates your personal income to mentorship. Now mentorships in short form - think of it as relationships. This is very important. I'm assuming all of you like money. I do. It's not my number one driver but it is a driver. And I know based on experiences and research that the more people I know that are strategic contacts the more we're going to earn. Wild idea! You want more? Build your network.

10. C-Suite Skills That Matter Most

Now another thing that's kicked up and this is from Harvard Business Review 2022, is that there's been a giant acceleration in the language defining skills needed at executive levels. There's been a drop in technical expertise which I'm not very comfortable with, but there's been a huge acceleration in people skills. People skills are being able to perceive the mental state of others, like moving easily in the various groups. Think of your organizations, you as technical experts in the energy industry. You're not just dealing with reservoir engineers or facility engineers or geologists or seismologists. You're also dealing with the accounting departments, you're dealing with the finance departments, the indigenous teams, communications, government relations. Those are all very different personality types and you as the technical experts need to weave the line to get to C-Suite. So just driving point home: EQ and IQ together - it's a beautiful thing.

11. Building Strategic Networking Skills

Now building your strategic network. This isn't something that organizations have thought too deeply about but you're here so let's kick off. Is that when somebody is onboarded into an organization there should be a visualization of where the org chart is. Who do they report to? What are the dotted lines? Who are the critical players? I want you to visualize a chessboard in the form of your org chart. Companies should be placing future leaders in positions that require their interactions with various populations and external players. That might make you sweat a little being technical experts. I get that. Own that - that's okay. But you need to know more than just your operational contacts. To learn, to push, to grow, to get more - you need to expand. So eyes on the prize. Think deeply about where there might be friction in your current organization, your department within others. Who's the decision maker there? Let's make it softer and let's get targeted.

12. Know Your Who

So forwho is your 'Who'? Now this is going to be a hard question, but when we coach individuals or negotiation advisory work - my eyes on the prize - who do you need to get in front of? First think of industry. So this is for energy professionals across the world. You know your industry but who are the brokers in your industry? That's step 1. Think deeply. Who's your 'Who'? Next step: What's the company that you need to get in front of? Think about that. Let's cut that open. Then what's the department? And then who is the decision maker? And in our training that target's spotted. The critical person, the person who signs that contract is the 'Who'. Now the reality is you might not know the person. Own that - that's okay. But that's why you're in this workshop or this training. But that's thinking deeply.
Next note is: Who do you know that might know them? There's a term called the halo effect. Now my husband kind of jokes that I have horns instead of a halo but that's a personal thing. But the halo is linking yourself to the person who can refer you. Let me give you an example. My colleague Scott, who you will meet in modules 3, 4, 5 and 6, he knows a person that I want to get introduced to. What I do not do is cold call them. What I do is have my partner Scott who knows me, knows my reputation, my capability, he facilitates the introduction. Perhaps it's over the phone, perhaps it's over text, perhaps it's over email. But he introduces me to the person that I want to be introduced to. And he says nice things. What has he done? He's just deployed his halo. Instant trust is given when there's a tactical introduction like that. So for you it's one thing to identify the 'Who' but don't just cold call him - slow down - right? Negotiations - they can be complex. And we're here to teach you about big deals.
This isn't a one time thing. Sure, some of our things will work in the car sale, but that's not what we're focused on. We are focused on long term, large conflicts, transactions, deals, projects - that there is a relationship in there that you need to navigate to push. So before jumping right in think about who you know that can introduce you to your 'Who'. Use the halo. And then you have to have your value proposition where we're going to get to next. But just again visualize who is your 'Who'?.

13. WHO: RASCI

So a magnificent tool in the consideration of your 'Who' is the RASCI. So for those of you with project management backgrounds this is very familiar to you, it's straight out of the PMBOK guide: Responsible; Accountable; Support; Consulted; Informed. When we advise on negotiations or when we are in negotiations we think very deeply about this because what this does is, as you comb through all the players in a negotiation, you get to the 'Who'. You get to the responsible. That's the person who's going to sign the deal. You always want to do that before you go in. If there's anything you take away from this training, slow it down.

14. Exercise 1

So to help you build your 'Who' here's an exercise for you. Maybe hit pause after we're through here. But do this. Who is your 'Who'? Who's going to make your life better? Who's going to make your job accelerate? Who's going to be part of your career productivity? Who's going to say yes to your project? Who's going to fund the capital that you need to go explore? Think very, very deeply. Name the industries. Name the size of the company. Name the company, the decision maker, the leader. Take five minutes. Maybe do this with some people on your team. But be thorough about this because here's a question for you: Do you have an infinite amount of time? I don't, nor do you. So when we're negotiating for big things you've got to think really deeply about your 'Who'. So take five minutes and then let's keep going.

15. Value Proposition

Now next up is the value proposition. The worst thing you could do is get an opportunity to sit in front of your "Who' and then go 'I like cake'. You want to be prepared right because these people, these decision makers, they're clutch and they don't have a lot of time. You want to be tight on your value proposition. I think this is from insights but be bright, be brief and be gone. So practice this. What do you have that's good for them? Think about that deeply. Okay, then pause. Why are you good for that size of company? Then dig deeper. What do you offer that person that's going to help them achieve their goals? Now that's clutch right there. As skilled negotiators after all 12 modules you never just think about yourself. You have to put yourself in the shoes, whether they be like 6 inch stilettos, Bloodstones or Birkenstocks, dress shoes, whatever - you need to empathize with the 'Who' because when you pitch your value proposition it has to have an element of their wants, their needs, in there. And then - tick-tick - again, if you're going to get in front of that 'Who', you've got your value proposition tight, can that referral throw the halo? Remember that warm trust building? If you're meeting that decision maker what's a really smart thing to say is - go back to my example Scott - 'It was really nice of Scott to introduce us'. Again, blend yourself, associate yourself with that person that there's that positivity to and link. And then pitch.
So value propositions - let me stream it down a bit. Visualize yourself in the elevator with your 'Who'. You've got 30 seconds unobstructed. They've never met you before. How do you introduce yourself? Do you start off with 'I really like your shoes'? I mean that's really nice too. But what it should be is strong. Let me give you an example of ours: 'Hi, I'm Joanna Shea. I'm the managing partner and CEO of the Negotiations Collective. We help people get more. Want to talk?'. I was strong, I punched with my title, I hinted at more, and people often say 'tell me more', and then I expand on our business. I hookset and then we expand.
So value proposition thing - make it tight and FYI - this is hard to do. It's a bit awkward. You might get a bit nervous. So start practicing now.

16. Exercise 2

Maybe take five minutes. An exercise for yourself. Go practice in your mirror, right?. But why are you good for your 'Who'? This is that empathy component. Why should they listen to you? It's not all about you, it's about us. Team in negotiations. Why are you or your assets good for that size of company? You might think you've got the most prolific potential reservoir in the world. Somebody else might not give a crap. You've got to pitch it constructively to make them see the value and then prep and practice this and then state. So I challenge you. Take five minutes. Think about this and practice your value proposition in the context of presenting it to your 'Who'.