{"id":12857,"date":"2023-01-23T00:00:00","date_gmt":"2023-01-23T00:00:00","guid":{"rendered":"https:\/\/www.scotwork.com\/nz\/blog-nz\/hit-the-reset\/"},"modified":"2023-01-23T00:00:00","modified_gmt":"2023-01-23T00:00:00","slug":"hit-the-reset","status":"publish","type":"post","link":"https:\/\/www.scotwork.com\/nz\/blog-nz\/2023\/hit-the-reset\/","title":{"rendered":"Hit the reset"},"content":{"rendered":"
\n

I love the New Year because it gives us an excuse to hit the reset button and start anew. Technically, we could hit that button at any time, but there\u2019s something about the changing of the year that makes it right for a reset.<\/p>\n

There seems to be a big reset underway in terms of how leaders are looking at their businesses. Many are resetting because COVID is seemingly having less of an impact on our lives, and all those policies we put into place during the pandemic are being revisited. That\u2019s spurred a broader look at performance, and leaders are wrestling with how to improve.<\/p>\n

When considering sales teams\u2019 performance, leaders are looking at everything from close rates to deal size to deal profitability. Likewise, procurement leaders are looking at everything from cost reduction to supply reliability to the speed of vendor acquisition. As leaders from both sides of the aisle look at their teams, their negotiating performance is being scrutinized.<\/p>\n

Fixing negotiating performance is not as simple as \u201cjust training.\u201d In fact, many negotiation struggles are amplified by what\u2019s happening beyond the negotiator\u2019s skill set. Here are two struggles we\u2019ve been discussing with clients most recently and the effects they\u2019re having on their businesses.<\/p>\n

\u201cI\u2019m not feeling confident in my team\u2019s ability to get a good deal.\u201d<\/em><\/strong><\/p>\n

One effect of this struggle is that leaders have a hard time delegating authority to their people. Instead of giving latitude with limits, they require lots of approvals and permission stages before their team can do anything at the negotiating table. As a result, their dealmaker\u2019s creativity and resourcefulness are limited while negotiating. This, in turn, reduces their ability to get a good deal.<\/p>\n

Resolving this struggle begins with an honest conversation about what a good deal looks like. From there, we look at how well-documented their negotiation process is (typically, it\u2019s not documented at all), along with what leadership needs in order to feel comfortable that their people are well-prepared to negotiate a good deal. In addition, we examine how well dealmakers are supported at the negotiating table: institutional knowledge to draw from, advisers to guide, authority to negotiate, etc. Then we can consider the team\u2019s skills-development needs in the context of their negotiation culture.<\/p>\n

\u201cI have to step in to save or fix the deals that are in trouble.\u201d<\/strong><\/em><\/p>\n

There are a lot of similarities here to the struggle around feeling confident about the team\u2019s ability. However, this one has a special twist to it: If leaders constantly feel the need to step in to fix or save a deal, it means they may not have a culture of development. Instead of being a coach, they\u2019d rather be a hero.<\/p>\n

Those who play the hero aren\u2019t always doing so out of ego or some nefarious motivation; they often do so because they find it quicker or easier than taking the time to coach. When we consistently see this behavior among leaders, it usually indicates a blind spot because they\u2019ve been taught only how to lead and manage \u2014 rarely are leaders taught how to coach.<\/p>\n

Another way to resolve this struggle is by looking at how leaders gain visibility into their team\u2019s negotiations. Frequently, leaders are brought in far too late because their team didn\u2019t understand when to ask for help (assuming they knew they were in trouble in the first place). Building better negotiation reporting and communication systems can help resolve this issue, especially when they\u2019re coupled with skills development, which will help teams recognize they\u2019re in trouble before they need a hero to save them.<\/p>\n

It\u2019s easy to blame performance on lack of skill. However, in our experience, it\u2019s rarely just about skill \u2014 it\u2019s about the entire culture of negotiation that surrounds your dealmakers. Leaders who take a more holistic approach not only do better at improving their circumstances, but they also excel at creating lasting change.<\/p>\n

It\u2019s the New Year, and it\u2019s a good time to hit the reset button to effect a meaningful change in your company\u2019s negotiation culture.<\/p>\n

We Can Help You Improve Your Company\u2019s Negotiation Culture.<\/strong>Is your team struggling at the negotiating table? That may be the result of leadership\u2019s lack of confidence in their abilities or their need to step in and \u201csave the deal\u201d instead of properly coaching their negotiators. We can help! Drawing on nearly 50 years of real-world negotiating experience, we\u2019ll assist you with getting better deals, saving time, and creating value for all involved \u2014 not to mention preserving and even strengthening relationships. Let us partner you with one of our advisers, ensuring that you\u2019ve got the broadest view of your deal.<\/p>\n

Talk to one of our experts todays;<\/p>\n

info@scotwork.co.nz<\/a><\/p>\n

P: 042979069<\/p>\n<\/article>","protected":false},"excerpt":{"rendered":"

I love the New Year because it gives us an excuse to hit the reset button and start anew. Technically, we could hit that button at any time, but there\u2019s something about the changing of the year that makes it right for a reset. 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