Negotiations are main activity when we make effort to achieve measurable objectives.

We do not negotiate just for the own sake of negotiations, but what it counts is mutual harmonizing communication and activity.

These results are also the only true measurement for how to measure work.

Therefore, negotiations are an essential component of business operations and special activity of a manager in organization.

The main thing with negotiations is, that is process of communication for adjustments for interest in which several participants influence on each to decide and format joint decisions.

Negotiations are divided into two sides; on one side is the strategy itself, and on the other side is style of negotiations.

Negotiating Style requires a substantive negotiating stance: these are the classic and principled negotiations.

Classical negotiations could vary from simple to long / wide negotiations and from adjustments that we want to make.

It is also like if we would sell something retail or with a huge marketing campaign in background.

Classical negotiations are by its nature narrower, both in content and in assessing long-term outcomes, using almost all means to achieve the objectives, without knowledge of specific obstacle.

The principled negotiations are wider and deeper, more aware of the other participants and assess the longer term views on the outcome of negotiations.

Classical negotiations can be carried out in an easy and uncompromising manner.

Between them there are considerable differences, which you will find in a table below.
For better comparison of these two extreme styles of business negotiations, there is also a third column in the table, where is additionally described an effective style of negotiations.

The success of business negotiations a lot of times depend on the choice of strategy and style of negotiations, which skilful negotiators adapt to certain situation, to the nature of negotiation and participants characteristics in the debate negotiations.

In fact negotiators deviate from their own and opponents optimal targets, and on the end they are approaching satisfied aims, sometimes in extreme cases, they are approaching also to minimum target.

It all depends from the business case and desire that stands behind.

They need to know how far they can go, and where the final limit is, and when and under what circumstances they could go below this limit.

Any failure of one side should result in appropriate action on the opposite side. In many cases, a small and skilful yielding could bring us large consideration.

While sometimes this tactic is not the most appropriate and sometimes is necessary to select uncompromising style, otherwise, the participant on the other side could question our beliefs, professionalism and desire to reach set up objectives.

What do you think that it is cheaper – to buy an old house – and to restore it, or to tear it down to foundations and build a new one? Believe me, that last one. And the same applies to the companies.

In the world there are still many old companies and many of those still to this day remain unchanged in their structure. In such companies there are usually located unions, who have their own interests that do not work for the company and the workers in the long term.

Owners or managers of such companies usually have considerable difficulties. Each fired worker is avenged with bad reputation caused by the media, inspection services, or even criminal investigation. This has an impact on the company’s reputation in the media and the region where it operates, which also makes them uninteresting from  the point of view of finding new staff – because of the bad reputation caused by the media job seekers avoid the company out of fear.

Such organizations are not healthy, and in need of radical change.

From own experience I know that investing in a change in organizational culture is hard work, and it will spend more money than the benefits gained – the result will not be substantially changed.

I suggest that such an organization if possible, is teared down to foundations liquidate it, and build a new one. Bad news in the media will be happening only in a given period of time, but because of the current state of recession, you may be blamed for the causes of the current state of the market and the lack of orders.

When the organization fails or is liquidated, you should build a new one by the clever way on the basis of the knowledge that you gained from the errors in the work: be careful in the choice of personnel, an expert should prepare contracts, working processes should have smart goals, outsource salesmen, and do not waste time on rewarding – this must wait until your company is mature for that.

Employees often expect replies as “on a platter” from their leaders. They come in before even considering the issue (which is actually a challenge) and expect an answer to the question: “What (or how) do I do?”. How likely our leaders rely to an answer in terms of “Here (as) … done!

What can our staff learn from our behavior? In time they will learn that they can flood us with their questions and problems (because we are paid for it!), They do not even think anymore before coming to us for a solution, and that is actually normal to have “brain off” and not to seek for a solution. However, are we leaders in the companies not responsible for facilitating the development of co-workers? The “brain off” in the development does not allow you?

What if we would answer that question with another question: “What do you think (Be careful: you include the word concept to think!) That is to be done?” Or “What / how would you do?”. If the colleague does not know the answer to this question, just send them out to come up with its own solution, than you can help him and find the best solution together. Brains of our employees can of course also “be turned on” and we can show them of what they are actually capable of. What a valuable experience!

And when you are already making a conversation with your employee you can also discus to what point he can make its own decisions.

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The transition to a management position is associated with several traps, including the inability to change the relationship with colleagues.

Promotion is a big change for a new leader and the staff. Joy and confidence at the progress can end  very fast, if the individual does not prepare himself for this big change. Taking over the leadership brings up the dilemma, for the new boss to remain friends with former colleagues.

Promotion is often accompanied by a change of personal contact with colleagues and changing social networks. It is becoming increasingly difficult, as we spend more time  in the workplace and the dividing line between personal and professional life is becoming increasingly blurred.

Feeling that you can talk to someone, complain about your problems and laugh with him, meets  the individual’s need for proximity and to belong to a group. However, we must realize that we talk about the business environment and that such friendship have a common denominator: the work. Therefore, if we place certain limits to the friendship in the workplace, many inconveniences and conflict situations that occur when one of your friends is promoted and gets new responsibilities can be avoided.

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Fighting loneliness

Professionals agree that loneliness certainly is one of the major inconveniences. Staff expect that you treat them the same as before, however, the new leader has to know that he can not and should not, since this would mean failure for new job in the long term. The promotion is therefore confronted with the fact that he must move slightly away from the staff of, therefore many feel lonely at their new position.

This  typically happens to those who do not have friends outside the work environment, mainly because they are running out of time. Therefore, I recommend that people build quality social contacts outside the work environment.

Many traps of promotion

Advancement in the workplace is usually associated show you in my life each wants. However, many reach a level of incompetence with promotion, because  a good worker is not necessarily a good leader. In such cases, it makes sense to visit a training program for talent development. When the head knows and follows these basic principals, which are placed in the ‘recipes’, the results show in the whole team. It is true that the more the individual is progressing towards the top of the pyramid, the more isolated he can become. My advice is – stay positive and love people you work with.

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The most important is the change of identity

The decisive thing for the progress is the change of identity, which requires a specific adaptation. When an individual assumes the identity of leaders, the more he gets aware of that management means to achieve the objectives through staff. It is true that there is the belief that it is lonely at the top, but if the process of identity change is successful, the feeling of isolation and loneliness soon fade.  it makes sense to invite coworkers and explain them that, they are still all in the same boat despite progress, and that only together they can safely sail to the port.

Communication is the key to successful cooperation

Communication is particularly important precisely in the first weeks. The great advantage of the new Head of is that he was a recent part of the same team, so staff knows how to facilitate the selection of the style of management.  As soon as you take the head, together with colleagues set the rules of the game for everyday activities. Then, arrange and monitor the objectives of each associate specifically to meet these goals.