Whether it be politics, real estate or interpersonal relationship issues, part of an effective negotiation strategy is knowing the other party’s position and pain points.
If your position is lose/lose for them, it may be more beneficial for them to walk away and lose less than accepting your offer (or demand as they will likely perceive it, if it’s a losing proposition for them).
This is fine if you operate in a zero sum world.
If you want long term success, you may want to consider your strategy.
As a society, in almost every imaginable way, we are moving at Warp Speed.
In our personal lives, in our relationships, in our businesses, we are – to quote the great Seth Godin – ‘times 10‘ all the time.
When was the last time you hit pause and throttled back for a moment to evaluate what you are doing and how?
I think about this a lot. I’ve blogged about the needs of business to have a framework like OODA, where they are engaged in a systematic evaluation of there business space. I’ve also talked about the need to constantly evaluate strategy.
Remember, what got you there will not keep you there. (me)
The ability to learn faster is the only sustainable competitive advantage.(Senge)
How are you implementing this in your life/business?
I’ve previously blogged about the need of businesses to evaluate their strategies as a function of thermodynamics:
The short answer is that a business that does not engage in the continual evaluation of their operations becomes isolated from their competition. Their entropy increases.
I’ve also discussed this as a function of the evolution of a business in a competitive marketplace.
What got you there will not keep you there.
Today, I’d expand that line of thought by citing Anthony Giddens, a sociologist, and a particular thought on structures:
Structures do not determine outcomes, but define the potential range of outcomes. (Giddens)
In the context of the running discussion here about strategies and frameworks, I think it reasonable to posit that a framework and strategy do not determine an outcome but helps define the potential range of outcomes. Specifically, it helps you consider input, evaluate your options and execute your decision in accordance with defined parameters (such as goals and values).
Are you asking, “What next?” in your business? Is this part of your overall strategy?
Is it part of your battle rhythm?
This isn’t necessarily a ‘what does tomorrow look like?’ question. It’s more geared at ‘what’s next for my industry? for my business? are we positioned to compete in that model? are we positioned to innovate in that model?’
It’s been said that “Culture eats strategy for breakfast” (Peter Drucker). What does this mean? Mr. Drucker is, in my humble opinion, stating that a positive corporate culture will take an organization places beyond what strategy can do.
What is culture? Texas A&M defines this concept as “a way of life of a group of people–the behaviors, beliefs, values, and symbols that they accept…”
What is strategy? Business Dictionary defines strategy as “a method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem.”
I propose that as a leader, it be your strategy to develop a positive culture. If you build that culture, it will empower your people to take the organization places you alone cannot.