When a nonpayer goes to a creditors gathering or has interactions with a liquidation trustee, the defaulter be supposed to recognize that the trustee’s job is not all that Chapter 7 Lawyer or glamorous. To become a trustee, the person must have his personal. When selecting to fill up personal bankruptcy kinds you will also have to determine which variety of personal bankruptcy you need to file for, either Chapter 7 or Chapter 13.
If you are a real people person, networking is likely something you enjoy. But for many owners and professionals, it’s hard work because it takes them out of their comfort zone. The good news is that effective networking, just like sales, requires skills that can be learned and mastered – even if you are not naturally outgoing.
If networking is one of your strategies for developing new relationships and potential business, then here are some Do’s and Don’ts to make yours more effective:
Do Have a Plan. There are a variety of ways to network. You can join business associations, chambers or groups, get involved with community organizations or your local rotary, attend social or business events, participate in workshops or seminars, go to expos and tradeshows or take a class (hobby, fitness or personal development). All of these provide access to ‘new’ people and a way to stay connected; but they are only beneficial if they provide access to the people you want or need to meet. Be clear on what you want then take the time to research options, talk to like-minded business owners and ask questions. Then plan your networking and work your plan.
Do Set Goals. Specific, measurable networking goals help you monitor results, modify your approach, and keep you focused on priorities. Include goals around both activities (how much you will do) and results (outcomes you expect). Here are a few questions to consider as you establish your networking goals. How many events or seminars will you attend each month? How many groups will you formally join and participate in this year? How many new prospects do you want to meet each month or at each event? How many new alliance relationships do you want to build?
Do Prepare. Take a few minutes before you attend an event or meeting to prepare. What are my goals, who do I want to meet or reconnect with, how will I introduce myself, what relevant questions or comments do I want to use to initiate conversation, do I need a ‘commercial’ – if so, how long and what do I want to say? Also, remember to take business cards or other materials that are appropriate.
Do Take Notes & Get Contact Information. Business cards are an easy way to get contact information. Use the reverse side to make notes about the contact and any follow-up actions you commit to do. Keep a small notebook or use your smart phone to jot down notes or contact information for times when business cards aren’t available – they forgot them or don’t have them on them (we’ve all been there!). But do think quality, not quantity.
Do Listen. Listening is one of the key skills for building relationships in business and in life. If you go to events ready to talk, you miss the chance to learn, help, give back, uncover opportunities and build relationships. Do you listen to hear or listen to understand? Are you in the moment or are you thinking about the next person you want to meet? Master this skill and you will shine at networking.
Don’t Sell. While most people like to buy, nobody wants to be sold. Not on the phone, not at your business, and especially not at an event. Since ‘people buy from people they know and trust’ use your networking to build a foundation for future opportunities – be patient.
Do Take Initiative. Most of the people in the room are there with the same purpose you are – to meet new people, reconnect with those they previously met or learn something new. So don’t hang out in the corner or sit down at a table – mingle! Be willing to approach people, introduce yourself and simply break the ice by asking a question or comment. If you struggle with this, consider preparing a few relevant questions or comments on recent news before- hand. Here’s a few questions to get you thinking – Are you a member? How did you hear about the group? Have you heard the speaker before? Do you know anything about the topic being covered tonight? Remember, nothing ventured, nothing gained.
Do Create Win-Wins. Networking is not about collecting business cards, but rather about creating mutually beneficial relationships. In other words, helping others and getting help in return. While help may be in the form of customer referrals, it may also be new connections, resources, information or ideas. Networking should never be one-sided. Don’t go in with a ‘what’s in it for me’ attitude or people will peg you as a user. On the other hand, abundant giving without receiving will cause resentment. It’s all about balance – and creating win-win relationships. Seek out the right people so you can give with abundance and receive with abundance.
Do Get Involved. Did you ever notice how well you get to know people when you work together on a project or committee. It’s a natural. So don’t just show up at events, join a committee, serve on the board, or contribute your services to the organization to help them grow. It’s a great way to give-back to the community, build your reputation for dependability and expertise, get to know like-minded people and you may even develop some true friendships along the way.
Do Have a System For Follow-Up. A brief conversation at an event rarely produces an immediate customer, alliance, business associate or friend. It is merely the starting point or foundation to building the relationship. Too often these opportunities are lost simply because there is no follow-up. A good networking system should provide a method to:
1. add new contacts into a contact database such as Outlook, ACT, or Gmail
2. make a call or send a note or email – nice to meet you, invite for coffee/lunch
3. send helpful, not sales, information based on your discussion – link to a website, information on a class, or an article you read
4. connect them with a resource they need — the dentist, doctor, plumber or accountant they are currently looking for
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The educational process is like most processes. Once you have worked the process a few times, it begins to take on a rhythm. This is true for individuals as well as the entire parochial school. That of course means that next year will move at the same pace this year has. However, the rate of change in our society continues to accelerate. The implication is that without accelerating activity in the Christian school it will fall behind.
A crisis always causes the pace to increase. More things need attention and there is a sense of urgency. A crisis often drives innovation because the old ways are inadequate. However, creating a crisis just to inject more energy and innovation into the process is a bad idea.
There needs to be a positive way to infect the school with a sense of urgency. The goal must be to create a positive atmosphere, a desire for change, a sense that success is possible, encourage innovation, and renewed urgency.
One could list the major processes at the school two ways. One list prioritized by the impact of the change (most beneficial to the mission or students at the top of the list). The second list prioritized by effort required to make the changes (cost, time, and talent) with the least expensive at the top.
The high-impact projects are probably large and might benefit from segmentation. The segments will be easier to budget and will provide a sense of accomplishment and confidence as each segment is completed. A sense of confidence and accomplishment makes change easier to accept and confirms that success is possible. A sense of accomplishment also creates a willingness to take on the next challenge.
Obviously, taking on a new project will strain the current resources. So would a crisis if it should happen to arise. The strain on resources is one of the forces that encourages innovation.
As a warm-up project, take the first process from the least-effort list. Set a reasonable timeframe and create a project team. The ideal project team is one that consists of a mix of enthusiastic individuals and those who are change resistant. Do everything possible to help them succeed.
Success with the warm-up project will demonstrate that change is beneficial, breakdown some of the resistance to change, and provide the team with a sense of accomplishment and confidence.
Next, take the first segment of the most beneficial project and schedule it. Set the timeframe for the project on the aggressive side of reasonable. This will challenge the team to be innovative and encourage them to attach urgency to their work (both project related and everyday tasks). Again, facilitating their success is important.
Every classroom teacher uses this process. Giving the students confidence early and increasing the challenges as the year progresses is the only way to pack all of the material into a school year. This is an example of non-crisis leadership induced urgency. It is pressure and speed without significant stress.
Next Steps:
Create the list of processes and prioritize the list two ways
Select and budget the top three projects on each list
Mix the projects so that some of the easier, quicker projects precede the more difficult segments of the larger projects (the quicker and easier become confidence builders)
Publically (newsletters, internal memos, etc.) celebrate each successful completed project regardless of the size
Re-evaluate the process list every summer
This process will create constant renewal. It will keep the school on a parallel path with the changes in society. It will create a renewed energy. When the staff is reporting one success after another the students will realize (by example) that they too should be successful, change accepting, innovative, and purpose driven. Purpose driven is urgency at its best.
After four or five projects, you will have changed the culture of the school. Before the cultural change occurs, the perception of the school will change. Each success will confirm that the school is on the move. It is or soon will be a leader in the community. Each success also adds to the sustainability of the school.
Do you consider good negotiation skills to be important? If you don’t, you should. Do you realize that you’re always negotiating? Anytime you exchange information that gives insight into the way you think and/or the position you hold pertaining to situations, in reality you ‘are’ negotiating. General Stanley McChrystal, British Petroleum (BP) CEO Tony Hayward, and BP’s Chairman Carl-Henric Svanberg all forgot this valuable insight, and they paid the price for their forgetfulness.
You might not consider yourself as negotiating during a ‘normal exchange of information’, but the exchange of such information gives insight into your character and highlights your beliefs on stances that you’ve adopted, or might adopt on certain positions.
Consider statements recently made by McChrystal, Hayward, and Svanberg. You would think people with their level of experience and position would know, you’re always negotiating. Thus, McChrystal should have known better than to trust comments he made to a reporter, in thinking those comments would not be printed or find its way to ‘other’ outlets. Hayward should have thought about the ramifications of saying, “I want my life back”, after the accident caused by BP disrupted the lives of so many people in the United States. Svanberg should have given thought to how his statement of, “the little people” would cast him and BP as elitist, detached from those of less fortunes and the doubts people would have about BP being genuinely concerned about the oil spill. Even if you harbor such thoughts, you keep such views to yourself. Through your words and actions, you’re always negotiating.
In McChrystal’s case, since the Rolling Stone article in which he made his disparaging remarks has not “hit the stands”, a lot of the backlash that he experienced came about as the result of the perception his remarks cast. Those remarks painted a perception of him being a soldier that was ‘out of touch’ with the administration to which he serves.
From a negotiation perspective, there are times when it’s appropriate to allow people to draw their own conclusions from what you’ve said, without correcting them. In so doing, you still have to manage their perception of your thoughts, actions, and words. Once those thoughts transition into a negative sphere, in which they become detrimental to your position, it behooves you to correct their perception.
Even worse, when speaking, since people can ‘hear faster’ than one speaks, people will ‘grab’ sound bites. Thus, if you say something provocative, or something that is truly out of character with what’s considered the norm, you open yourself to possible retribution.
One thing that everyone should keep in mind is the fact that the more status you possess, the more media savvy you must become. In addition, one should remember that status is perceptional and thus one should always mind one’s tongue. One errant word can destroy a career, a future, a life. Therefore, as you go throughout your daily activities, remember, you’re always negotiating… and everything will be right with the world.
The Negotiation Tips Are…
· When negotiating, your spoken words express your attitudes. Watch the actions to which your words commit, in order to be framed in the most positive light.
· Like alarm clocks kill dreams, a lack of negotiation skills kill future opportunities. Be aware of the impact your words have on others. Become a better negotiator.
· If you use words appropriately during a negotiation, you won’t have to settle for what you get, you can get what you want.
To discover more negotiation tips, strategies, and tactics that you can use to increase your negotiation skills and boost your financial resources, along with every aspect of your life, please visit…
http://www.TheMasterNegotiator.com and sign up for the Free Negotiation Tips.
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So what’s the secret to conducting a successful negotiation? Is it taking enough time to plan? Is it picking the right place to hold the negotiations? Turns out that none of these are the right answer. Instead, if you want to be successful you need to do one simple thing: plan for everything to go wrong.
The Power Of A Good Plan (Not!)
Now I don’t want you to get me wrong here, but I’ve got some news for you that just might come as a surprise to you. Yes, it is important to plan out each of your negotiations. You want to take the time to do your homework, identify what the other side is really going to be looking for, and come up with a plan that you think is going to allow you to get what you want out of the negotiation.
Umm, this is where things get just a bit awkward – for you see, that plan is never going to work out. What none of us take into consideration (not like we can) is just exactly what the other side of the table is going to be doing during the negotiation. In a nutshell, they are going to be actively working against us. They are going to be trying to foil our every attempt to get an upper hand during the negotiation.
Ultimately what this means is that the carefully laid out plan that you had come up with before the negotiations started will very quickly turn into junk due to changes in circumstances. Dang it – why can’t the other side just do what you want them to do?
Your Defense Against Changes: Part 1
The fact that the other side of the table is going to be actively working against you really should come as no surprise to you. Hey, you’re basically doing the same thing to them! What you need here is a way to defend your carefully laid out plan against their crafty ways.
The concept of how you need to prepare to do battle to save your plan is actually pretty simple – the execution is another story. What you are going to want to do is to sit down with a colleague prior to the negotiation and do some role-playing.
You will, of course, want to play you. You’ll need your partner to play the other side of the table. What you want them to do is to frustrate your every move. You really want them to require you to do two things simultaneously: defend the positions that you are laying down and resist their clever arguments / positions.
You’re going to hate doing this. However, it really is the best way to discover where your arguments are weak and how you’re going to need to do a better job of resisting the other side’s proposals.
Your Defense Against Changes: Part 2
What’s a sales negotiator to do when the other side does something that makes their game plan completely moot? The worst thing that you can do is to continue to negotiate without a plan.
What you do need to do is to stop the proceedings. Call for a break. Ask for a timeout. Just do something to cause the negotiations to come to a halt. Give yourself some time to think about what’s just happened.
This is the time that you’re going to have use to come up with a new plan very quickly. The ability to adjust to changing negotiating circumstances and to adjust your strategy to meet the new reality is the mark of a great sales negotiator.
What All Of This Means For You
Planning is the right way to prepare for your next sales negotiation. However, professional negotiators will tell you that no matter how carefully you plan, you are going to discover that your plan will very quickly become out of date.
What you need to do is to work with a partner when you are preparing for a negotiation. That partner needs to attack your positions and offer their own positions that you need to find ways to push back against. It’s tough work but it will prepare you for the battle that lies ahead.
Remembering that you will need time during the negotiation to regroup and create new plans is critical. Remember, a sales negotiation is not a race to get to the end, but rather much more like a dance where how you conduct yourself during the negotiation will determine what your final score is.
Most sales people are required to negotiate with their prospects and customers. But let’s face it, today’s consumer and corporate buyer is much more aggressive when negotiating the terms of a sale. Unfortunately, many sales people lack the same level of sophistication when negotiating with savvy purchasers. Here are sixteen fatal mistakes that many sales people make when they negotiate.
1. Believing that price is the primary reason why people make a buying decision. Although price is a factor in every sale, it is seldom the motivating factor behind a person’s final decision.
2. Not asking enough high-value questions. I’m still amazed how few sales people take the time to ask great questions during the sales process. This makes it more difficult for them to effectively position their offering.
3. Not gathering the RIGHT information. While it is essential to ask questions, it is equally important to ask the right questions so you can negotiate more effectively.
4. Trying to rush the negotiating process. Effective negotiators have the patience of Job. They can wait out delays and they never show anxiety when the process doesn’t move as quickly as they would like it to.
5. Failing to establish the value of their product, service or solution. Value is in the eyes of the beholder so determine what is important to each buyer or customer and position your product or service accordingly.
6. Allowing their ego to get in the way. Negotiating is part of business but I have seen people walk away from a good deal because their ego got in the way and clouded their judgment.
7. Fear of losing the sale. Remember, there will always be someone else to sell to. This fear is more prominent when a sales person’s pipeline is running on empty so avoid it by constantly adding new prospects to your pipeline.
8. Immediately offering a discount to close the deal. Remember, price is seldom the primary reason people make buying decision. Avoid the temptation to drop your price unless you have first considered other options.
9. Neglecting to negotiate with limited authority. Don’t hesitate to tell a prospect that you need to check with your boss before you agree to a concession. This gives you wiggle room and allows you to appear that you are working on behalf of your customer.
10. Lack of confidence. This is usually a result of lack of negotiating skills which is why it is important to practise negotiating as often as possible. It can also be caused when negotiating with someone who is perceived to have more power than you.
11. Believing that the buyer or customer has all the power. While I accept the fact that buyers have more leverage in today’s business climate, it is essential to realize that you can walk away from a deal if the other person get too aggressive or makes unrealistic demands.
12. Unable to walk away. Too many sales people find themselves in the position of accepting an offer only to discover later that the deal actually cost them money. If the sale doesn’t make good business sense be prepared to walk away from it, regardless of the time you have invested.
13. Making concessions too quickly. When you make people wait before you concede to something, you increase the value of that concession and you subconsciously tell them that if they keep asking for concessions, the negotiating process will take longer.
14. Failing to get a different perspective. I often talk to my business partner before making a final negotiating decision. This gives me a different perspective, and often, new ideas and strategies. Use your time out to review the deal with someone who is not attached to the outcome.
15. Negotiating with the wrong person or people. If you’re not talking to someone who can make a final buying decision then you are dealing with the wrong person.
16. Talking too much. I have watched dozens of sales people negotiate with themselves because they talked too much. The best negotiators listen more than they talk.
There you have it. Sixteen fatal mistakes, blunders and gaffes that sales people make when they negotiate. Avoid these errors and you will improve your results, increase your top line sales and your bottom line profits.
I used to think that once the formal negotiations were concluded, the contracts signed, and any mementos of the “deal” exchanged, that the “deal” was done. In fact, the formal negotiations may have been concluded and the agreements may have been committed to writing and signed, but in many cases the real negotiations have just begun. In some cases, this may result purely from a cultural norm, but more often than not it results from having to deal with real life situations.
The reality is that no agreement can anticipate every possible circumstance or situation that the parties may encounter during the term of their agreement. Lawyers do their best to provide contingencies in the agreements in anticipation of change– oftentimes adding to the frustration of the business people — but even so something will arise that was unforeseen at the negotiating table. The key to success is to ensure that the parties have a good enough working relationship to enable them to put their combined “expertise” together and resolve the “unforeseen” issue. Doing so will not only help to enhance the working relationship, but typically will ensure that the parties derive benefit from the outcome over the long term.
The worst possible scenario is one where one or more parties run to review the exact verbiage in the signed agreement each time an issue arises. This approach is a clear indication that the agreement may have been signed, but that one or more parties were not entirely satisfied or comfortable with the final agreement. In fact, it may be an indication that one party feels as though “they left something on the table” and here is an opportunity to get something back to “level the playing field.”
In each case, it is a clear indication that the negotiations have not been concluded to the satisfaction of all of the involved parties, and left unchanged, the likelihood of a successful long term relationship is compromised. In fact, it is likely that the relationship has been doomed from the moment the agreements were signed. The agreement more than likely is being viewed by one party as a mechanism to terminate the relationship and move on.
At the conclusion of formal negotiations, we always presented a nicely bound copy of the agreements to all involved parties to commemorate the “deal” and to provide a reference document for the record. It always was our hope that no one would ever have to refer to the document to resolve an issue or to confront an unexpected change in circumstances affecting the business or the relationship. Instead, we hoped that any unforeseen event could be dealt with outside of the agreements themselves — that the parties would “put their heads together” to the benefit of everyone involved.
Lesson Learned: If you have to refer to the contract to deal with change or an unforeseen event, your relationship already is in trouble, and the long term outlook for your relationship is not very promising. It would be much more effective to resolve the issue by working together with the affected parties to come up with a creative solution that satisfies everyone involved.
Mr. Newman has roughly 40 years of industry experience – 28 years as part of the Ford Motor Company management team, and more recently, as President and COO of the Strategic Alliances Consulting Group, Inc. His business background encompasses a broad spectrum of experience in various disciplines including purchasing, finance, product planning, export planning, business planning and international business development.
On behalf of Ford Motor Company and his other clients, Mr. Newman successfully negotiated a variety of joint ventures, licensing agreements, acquisitions and divestitures around the world. As President and COO of Strategic Alliances, Mr. Newman developed a strategic and business planning process which was implemented successfully at many automotive supplier operations in North America and in Europe, at a charitable organization and several small entrepreneurial business enterprises.
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