SPONSORS OF BUSINESS DEVELOPMENT
TYPICAL FIRST LIST
(Just suggestions – you should compile your own list)
1 You are invited to and eventually participate at all higher level management meetings
2 You take responsibility for all ‘hiring and firing’ decisions in your team
3 You become a member of the group that devises the business plan
4 You take charge of all delegated budgets 5 You contribute to and ‘sign-off’ of all policy documents
6 You visit other organisations to research ‘best practice’
7 You take over and run meetings with customers or other stakeholders
8 You take all purchasing decisions for your unit
9 You take charge of your unit’s pay budget
10 You take over the division or the organisation completely for a week at a time (as career development)
OFFER A MONEY BACK GUARANTEE Your second list could have ‘cost items’ on it if you are able now, or in the future, to negotiate your own pay and conditions. Again if your employer resists items on this list then suggest a trial period e.g. you could offer a money back guarantee: ‘If after 6 months or a year you do not think I am worth the extra then don’t pay me the extra.’
TYPICAL SECOND LIST
(Just suggestions – you should compile your own list)
1 Pay rates – how much you earn per hour, per day, per year etc.
2 Pay increases – automatic, earned or incremental
3 Cost savings incentives – where you get a share of any savings you make
4 ‘Company car’ or equivalent private use of vehicle - if relevant
5 More pay for extra qualifications/ responsibility
6 Overtime/extra hours rate 7 Extra holiday leave 8 Increased training and development budget, including time off to attend trade shows, road shows, and focus events
9 Out of pocket expenses incurred in attending trade shows etc.
10 Private Health Plan/Dental Plan
BE CLEAR ON WHAT ARE YOU TRADING IN ORDER TO GET WHAT YOU WANT.
Now that you have your shopping lists you will need to find a way to pay for them so be clear on what are you trading in order to get what you want. For example –
Are you offering? 1 Cost savings? 2 Greater productivity? 3 Set pay budget that you control? 4 Greater flexibility e.g. hours worked? 5 To take on additional responsibilities? 6 To take more leave, in lieu of a pay rise? 7 Long term pay deals in return for loyalty? 8 To give up some ‘perks’ in return for cash?
9 To reduce your overtime rate for a higher basic salary?
10 Additional vocational qualifications and the better work that comes from them?
In your preparation you will need to anticipate what the employer wants from you and their likely reactions. You might consider having what are known as ‘positions’ i.e.
1 An optimistic position – the most you think you can get
2 A pessimistic position – the least you will accept
3 A realistic position – what you think you will actually get.
THE COACH’S SIXTH LAW OF NEGOTIATION: ALWAYS ASK FOR MORE THAN YOU WANT.
It is important to always ask for more than you want. This is so that your employers can ‘knock you down’ and feel that they have ‘won’ the negotiation.
You should move politely from discussing ‘concerns’ to making tentative proposals at the same meeting, or at another time, to suit both parties. Make as many tentative proposals as you can so that you can ‘trade’ them later on.
Listen carefully and note reactions and counter-proposals. Give understanding nods when you hear your employer’s concerns and summarise their views saying that you ‘want to get this right’. Once you are clear on both sides’ tentative proposals, suggest that you are, or will soon be, ready to offer concrete proposals and make a fair deal.
From this point onwards it is vital to preface every firm proposal with the words ‘if you …. then I’ as in ‘if you agree to an increased training budget, then I will report clear benefits to the organisation of every training course attended’.
Tackle ‘easy to agree’ low cost items first and save the important stuff until later on to give you a chance to trade up at the end. If you can get more ‘little ones’ you will feel better if you did not get the entire ‘big one’ (your pay) this time around. Always consider phasing the ‘big one’ over time. This approach has worked well for many people and their employers.
At the end congratulate the other side on a job well done and immediately write up your understanding of the deal.
This is vital for contractors. If you do not have a contract at the moment then do some research and get your legal advisor to check things for you and make suggestions. You may even find that as a contractor or a casual you should actually (in law) be on the payroll - if that is what you want.
Finally, remember there is no win or lose in negotiation, just more negotiation next year and the year after.
If you have a negotiating situation coming up and you think it might help to talk to someone about it you can contact The UnderCoverCoach via Duncan McGilvray at:
duncan@greenenergypublishing.co.uk
www.windenergynetwork.co.uk
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