Here's how you can effectively convey your value and expertise in negotiations as a leader.

Just as you would for any test you need to study. You must make the best pitch for yourself, your abilities and your accomplishments. Trust me the worst feeling is walking away from that negotiation and saying to yourself “S%&t I forgot to tell them……” so the way to test yourself is to sit in the morning and write out your abilities, successes and accomplishments. Then think about it throughout the day and that evening add the things you’ve missed and thought about throughout the day. After two days of doing this. Pick the highlights that you as a leader would be impressed with should you interview yourself, make sure they are in line with the new responsibility and skip the non related items. Be your own champion! Good luck.

In negotiations, active listening is a vital skill. It's more than just hearing what’s being said; it's about comprehending the deeper needs and worries of the other side. By focusing intently, you can shape your responses to meet their interests, which demonstrates empathy and fosters trust. Building this kind of connection is essential in negotiations, as it often results in more favourable agreements when the other party feels truly acknowledged and understood.

Ouvir com atenção ajuda a pegar aqueles detalhes importantes que podem passar batido em uma negociação. Empatia, validar os sentimentos e preocupações da outra pessoa pode reduzir tensões e tornar a resolução de problemas muito mais fácil. Compreender completamente as necessidades dela leva a decisões mais informadas e equilibradas. Para dar aquele toque extra, indico o livro "Comunicação Não Violenta" do autor Marshall B. Rosenberg e o curso "Técnicas de Rapport para Negociação e Influência" da Escola Conquer.

A Comunicação Não Violenta (CNV) é uma ferramenta que pode nos auxiliar para negociações eficazes. Ela nos ajuda a nos comunicar com clareza ao identificar necessidades e fazer pedidos claros. Isso reduz mal-entendidos e conflitos, promovendo uma atmosfera de respeito, de forma que ambos os lados se emprenhem em chegar em uma solução que beneficie ambos os lados. Ao usar a CNV, conseguimos transmitir nossas intenções de maneira assertiva e empática, facilitando acordos e construindo relacionamentos mais fortes.

Pitching ideas upwards in management that I have found helpful is to use are lines such as “have we thought about possibly doing”… if your idea lands flat dont show disappointment, just go with the flow and reply with something like “I understand I was just trying to analyze this situation from all angles. If your idea is well received it would be “With the team we have working on this I am sure we can make it happen” When pitching down to your team a proposed change or critique of their work. I never say “no that wont, work or you need to change that” I have found making the person part of the solution gets you further and keeps them engaged. Something like “do you think maybe it would sound better if we wrote / did it this way ?”

One thing I have found helpful is a term that my entire team expects to hear from me when we face a challenge. The phrase is “where do we go from here”? With that in mind my management knows that another thing I always say is when you bring me a problem propose a solution as well. Some of our best practices have come from the team presenting different solutions to a problem. We challenge one another to analyze the situation and propose solutions then collaboratively we look at each one. The answer is usually a hybrid of the proposals. This keeps the team engaged as well as enhancing their feeling of worth to the management team. Now, we know where we are going from here.