|
Leading Wholeheartedly: A Quality
Approach
Negotiating for
Quality
“The best way to predict the
future is to invent it.”
Alan Kay
Negotiating for quality may sound like bobbing for
apples—too chancy and not in keeping with the
methodological, careful, and structured approach to
creating a culture of quality. Yet, almost everything
you do when you are working to persuade people to buy
in and join you in a particular effort is a form of
negotiation. You negotiate for time, resources,
commitment, participation, etc. If you wish to create
a culture of quality and relationships that produce
quality results, then you will need to become a
master of negotiating skills.
The French word for “manager” means to
negotiate. What is a negotiation, and how does it
drive quality? To negotiate is akin to navigating
between the similar and conflicting needs, interests,
aspirations, and values of different parties. Without
an appreciation for the skill of negotiating the
shoals and rough waters of meshing different people,
you can run aground, and be left bereft of buy-in,
participation, and commitment from those you need to
produce quality services and products.
Skillful negotiation is something that Jimmy
Carter has mastered. He was able to produce a high
quality outcome for Egypt and Israel at Camp David,
using a powerful approach and orientation. To
generate quality, we must take into account the
things that drive others to behave and react the way
they do. We must prepare for our meetings and
discussions with them, engaging them in a process of
mutual learning and discovery as we craft a coherent
framework for reaching agreement and commitment. How
do you do this?
Start by being prepared. There is no substitute.
Study those you wish to influence and step into their
reality, worldview, and needs. By understanding them
and taking that into account in the process, you have
won half the battle. Second, keeping in mind their
needs, look at yours, and look for where they
dovetail. What is the bigger picture, the context
that is large enough to hold both their needs and
viewpoints as well as yours? If you can see the
larger framework for your discussions with them, are
prepared, and are ready to help them see the
intersection points, then you are in a very powerful
position to produce a higher quality
outcome.
Third, set out your real needs and required
outcomes and anticipate theirs. Don’t mistake
positions for needs or initial conversation or
politeness for real dialogue and agreement. You will
need to show them that you understand and appreciate
the pressures, challenges, needs, and goals that they
have. Show them how their fundamental needs intersect
with yours, and establish with them the larger
context or framework for your discussions.
Fourth, invite them in compelling ways to join you
in solution and idea generation. You are aiming to
generate a win-win not by compromising, but by
generating more creative, effective, and beneficial
solutions together.
Remember, to consistently produce quality, you
must be engaged in the process of quality behavior
and interactions all along the way, or you create a
lack of integrity in the very efforts to generate
quality. Are you making yourself ready by learning
how to negotiate more powerfully in order to produce
better results?
 ROBERT EARL (DUSTY) STAUB
II is a nationally known author with two books in
print and is the founder and CEO of Staub Leadership
Consultants. He facilitates leadership development
programs for individuals and organizations and is
based in Greensboro, NC. E-mail your questions
to
questions@staubleadership.com
or call 336-282-0282.
|
