WIN Magazine - Spring 2014 - (Page 25)
BY EMILY HULING, CIC, CMC
E ARE CONTINUALLY
It may be a
to go for lunch; or a larger concernsetting business goals and strategy.
Or matters with immense long-term
impact-policy terms, coverage, and
rates. Since most of us don't have
time to read the volumes written on
this topic, here are some pointers for
productive and positive negotiating.
Know what you want as an outcome. Money, time, guarantees,
additional services, upgraded
product, etc. Whatever it is, it's
imperative to know your requirements and your negotiable points.
Do in-depth homework on the
issues being negotiated. Be able
to refer to facts, figures, history.
Proof trumps hearsay. It's hard
to argue with solid evidence.
Be prepared. Have your list of
facts and questions at the ready.
Find out as much as you can
about the individual. Get a feel
for what's at stake for him or her.
Ask about the decision-making
process. Who has the authority and how will the decision
Look beyond the present. How
will the outcome play out in the
future? It may be a good move
now, but what will the effect be
in the future? If it's a sacrifice
now, the long-term payoff could
Use language of personal responsibility, not accusation. Say
"I need" instead of "you need to."
Seating arrangements. Sitting
on opposite sides of the table
indicates a more combative
exchange. Sitting on the same
side of the table or on adjoining sides signifies a more
Talk less, listen more. Let the
other person talk about her position, while you really listen to
what it being said.
If you are face-to-face, pay attention to the other person's body
language. Is it aligned with the
words you're hearing? Is nervousness apparent even though
the words are persuasive?
Mind your own body language
and expression. Have a pleasant expression, but don't smile
excessively. Avoid nodding your
head. Show you're paying attention with your eyes.
Learn when and how to appropriately interrupt. A simple, "I hear
what you're saying and I'd like to
share some ideas" is an effective
way to interrupt.
Consider the emotional impact
to the other person.
Be open to their proposition. Put
yourself in their shoes.
Help the other side sell it to their
higher authority. "It sounds like
we're in agreement. How can
I help you sell this to your boss?"
Continually summarize the conversation and confirm agreements. "So if I understand what
you're telling me..." Getting a
periodic assessment of the idea
exchange will help close the deal
Expect a positive outcome, both
in the specifics of the agreement
and the relationship.
Emily Huling, CIC, CMC helps the insurance industry create top-performing
sales and service organizations. She
can be contacted at firstname.lastname@example.org. She's a frequent presenter at
industry conferences, on the national
faculty of the Society of CIC, and is the
author of "Great Service Sells", "Selling
from the Inside", and "Kick Your 'But.'"
For information on her products and
consulting services and to subscribe
to her free monthly newsletter, visit
W I N | S p r i n g 2 0 14 | 2 5
Table of Contents for the Digital Edition of WIN Magazine - Spring 2014
Cover Story: Will Technology Commoditize Your Business?
The Future of Data in London
Technology Adoption by the Numbers: Before Automating, Examine Process and People
What Appears Innovative Today Will Be Expected Tomorrow
London Market Modernization: A Continuous Path to Excellence
Lloyd’s: Behind the Scenes Toward a More Educated Coverholder
FHA Mortgages and the NFIP: Opening the Flood Gates
17 Terrific Negotiating Tips
American Jobs for America’s Heroes Campaign Makes it Easy and Free to Hire National Guard and Other Vets
In the WIN-ner’s Circle
Index to Advertisers/Advertisers.com
WIN Magazine - Spring 2014
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