Never Split the Difference – a fresh look at negotiating

Never split diff book coverWhether it’s negotiating a big deal or just being a better communicator, Never Split the Difference by Chris Voss will change your communication mind set. If you have not read this book, read it now.

Chris takes his skills learnt in negotiating high stake kidnapping cases and applies them to the business world in this insightful book. Right off the bat he tables the concept that meeting in the middle is just plain wrong, he gives a great example: you want to wear brown shoes, your partner says black – meeting in the middle would be one brown shoe one black. Forget “fair” give yourself a new rule set.

My top 10 takeaways from the book:

  1. Become a power listener – don’t over prepare for a negotiation, go in with a hypothesis and then ask open questions to validate and adapt your understanding of the client – active listening on steroids.
  2. Use empathetic language – re-frame using “labels” that describe your perception of their reality or emotions.
  3. Slow down, aim on taking at least 3 visits to close a big deal – build true empathy and understanding of your counterpart, uncover what you don’t know, you don’t know before attempting to close. Play with chasing NO’s, rather than the YES’s we have all been traditionally taught to seek.
  4. Negotiate face to face – no matter if it’s on the other side of the world remember words only account for 5% of a message, body language and tone convey the rest.
  5. Defuse your counterpart with positive affirmation of your worst flaws at the beginning of negotiation – Chris calls this an “accusation audit”.
  6. Bend reality in price – be prepared for extreme offers, experienced negotiators will often begin with a ridiculous offer and use it as an extreme anchor. “Lets put price aside for a moment and talk about what would make this a good deal”. Likewise find out what would make your offer work for them with other non-price variables. He gives a great example of a ransom demand of $150,000 being paid off with $5,000 because in reality the kidnappers wanted to have a party.  Like wise, when you are purchasing don’t shy away from making the extreme offer and even say “this is an extreme offer, but didn’t want you to miss out on working with us”. Suppliers will bite for fear of letting a competitor get in.
  7. A bad deal is worse than no deal – know when to walk away. Don’t make closing a deal your goal.
  8. Deadlines rarely are hard deadlines don’t get sucked in.
  9. Build a list of non-cash offers to help counter price discussions.
  10. Build a repertoire of power questions, statements (see below)…

Power statements and questions:

Below are some of Chris’s key questions, statements that create great rapport and help you discovery the real negotiating gems…. Noting the language never implies you “know”. The book is fill of many more of these these great tips.

  • It’s sounds like you think that…
  • It seems like …. is valuable to you
  • Its seems like you value…
  • Its seems like ….makes it easier
  • It seems like you’re reluctant to …
  • It looks like…

How or What Questions will help you reveal the value to you and your counterpart, as well as identifying and overcoming deal killers:

  • What are we trying to accomplish?
  • How is that worthwhile?
  • What’s the core issue here?
  • What’s the biggest challenge you face?
  • How does this fit inti what the objective is?
  • What Are we up against here?
  • How does making a deal with us affect things
  • What happens if you do nothing?
  • What does doing nothing cost you?
  • Does making this deal resonate with what your company prides itself on?
  • What about this doesn’t work for you?
  • What would you need to make this work?
  • It seems there’s something here that bothers you?

Identify deal killers:

  • How does this effect the rest of your team?
  • How on board are the people not on the call?
  • What do your colleagues see as the main challenges in this area?

In preparing this blog post I have realised this book is worth reading at least twice, it has so much to give.  

Chris Voss has a wealth of information and free downloads on his website https://www.blackswanltd.com/

Summer holidays are looming up quick, so get your own copy of this book to read on the beach twice. I will be reading it again over the break, it was so good I couldn’t wait to  share the power of this book.

PS:  Apologies for the massive gap in my blog posts, I have been full on, aiding a bunch businesses transition some growth hurdles. I am now in some clear air, in fact I am  currently (Nov 2019) looking for my next challenge / assignment(s) in either the Bay of Plenty and Auckland regions, so if you would like a hand helping transform your business drop me an email.

 

 

 

 

Start With Why – Using PurposeTo Motivate Action

start with whySimon Sinek’s book “Start with why – “How great leaders inspire people to take action” is a must read for all business owners and marketers alike. Be prepared to be inspired and start asking yourself what is your WHY?

His seemingly simple concept of engaging people with your purpose or “cause” (the “Why”), before bombarding them with the how & what (the typical features benefit sale pitch) is so simple, yet powerful. It is easy to see how this can transform your customer engagement, beyond a simple transactional relationship into that Nevada of life time loyal customer.

By purpose he is not talking about making money, which is the result that comes from achieving your purpose. He is talking about the inner connecting thought that gets people engage in what you do. This core motivating purpose, is the same concept that Daniel Pink’s book Drive is all about. You can read more on Daniel Pink’s take on purpose in my blog post – “Forget about incentives for your staff”

Simon’s approach is a great tool for building that instant bond with your target customers , using the common ground of “a matter of principle”, before attempting to bait them into your product value proposition. Simon’s approach is well illustrated by using  Apple as an example. Compare the two sales messages below:

The What / How Sell: (how most companies sell)

  • We make great computers.
  • They’re beautifully designed, simple to use and user-friendly.
  • Wanna buy one?

The Why / How / What  Sell : (how apple sell)

  • Everything we do, we believe in challenging the status quo.
  • We believe in thinking differently.
  • The way we challenge the status quo is by making our products beautifully designed, simple to use and user-friendly.
  • And we happen to make great computers.
  • Wanna buy one?

Watch at least the first 8 mins of Simon Sinek’s 18 min TED Video (below)

Take the time to uncover your “Why” and get your customers appreciating the true value of your offering.

The “Start With Why” methodology is a quick way to qualify potential customers in or out. People who get your purpose, will quickly build powerful relationships with you.

If you do not connect on the “Why” with your customers,  be prepared for the typical transactional relationship that can quickly fall into the death spiral of price haggling.

Simon Sinek’s book is available on kindle and paper, well worth the investment.  You can read more about his methodology on his web site

Good planning = Asking the right questions (Bisvision Toolkit)

“A clever man gives the right answers” … “A wise man asks the right questions”

One of the big conundrums facing business leaders is what they don’t know, they don’t know.  Damian D’Cruz  has gone a long way to helping business people ask the right questions with his business planning tool kit called BisVision.

This great kit uses 5 decks of cards to ask probing questions around SWOT’s, Vision, Planning, and Execution.  You can use the kit to take you through a structured planning approach.

I have used the kit for a number of years and have found it great in its simplest use of – “what have I not considered in developing my business plan?”

Damian has produced two versions of the kit one for Businesses and one for the Not-For-Profit sector.

Asking the Right Questions

The opening quote, regarding asking the right questions, is so true. I have now come to the belief that any professional service provider can best be measured by the quality of those questions.  As a consultant myself, I have realised it is not the tools we use, but the way in which we use the tools that produces the best result. 

“I can give you the paint brush, but it will not make you an artist”. It’s on this basis I believe that by passing on as many tools and techniques I can, I will help people, but if they want true art give me a call 🙂 Happy reading.

For those who like DiY planning, this kit will be invaluable. Support this local company and  purchase it on the Bisvision Website

Foolproof: De-Risking New Ventures

Whether it’s a start-up or a product line extension, next to having the right team on board, validating your market prior to developing your product is the best way to increase the probability of your success.

Often I hear the cry “oh, this doesn’t apply to us”…. “We do disruptive technology like Steve Jobs… “our customers don’t know what they need till we show them”.

Truly successful disruptive technologists use research to back up and tune their visionary thoughts. They study their target audience’s behaviour to the point where they can create powerful product insights based on a combination of research and creativity to de-risk their investments. Without this behavioural research you are simply guessing.

It’s no wonder we have such a high failure rate with companies in this country when you hear facts like – “only 20% of companies approaching MOVAC for investment have completed market validation, which is a perquisite for us to invest” – Dion Mortensen

85% of those completing market validation will fundamentally change the functionality of their product, ultimately creating a product that will be more profitable and actually sell!

Jenny Douché has just released her latest book Fool Proof – How to find and test great business opportunities”.

“This easy to read book is full of great tips and guides, it should be compulsory reading for all new ventures and product managers”.

Jenny has included some insights from New Zealand entrepreneurs (Rode Drury’s Xero, Campbell Gower, Phil & Teds buggies, etc) and a few local investors who have experienced the fruitful outcome of performing market validation.

Foolproof is an easy light read, designed for entrepreneurs – 2 aeroplane trips should have it read with no bullshit or big theories. It will be one of those books that you will refer back to.

Unlike other books on this topic, Jenny actually gives you plenty of actionable content, rather than just theory, including lists of questions for all participants of market validation including: target end users, distributors, market influences and enablers. She covers both desk research and engaging with stakeholder groups, including how to talk when interviewing and surveying.

Too many entrepreneurs  fail to look at the wider macroeconomic factors that will influence their business both now and in the future. It’s amazing what insights you can gain from mapping and studying your market place’s value and supply chains along with current trends. (Note: value chain mapping is one of the key activities we do in Business Dominoes – strategy programme). By performing this type of research, you can save yourself the embarrassment of being blind sided down the track, or worst still investing in the world’s best mouse trap that no one will ever buy.

Just because what we have created is faster or better than the existing market alternative, it is not a right of passage to easy sales. As creators of new products, we easily forget the life of a consumer; where we are faced with better and newer products and services, yet we choose to ignore them and use what we consider easy, safe and predictable.

Clearly getting there is a balance between “no market validation” and “doing so much research you never do anything”. Either extreme is going to be a recipe for failure.

Some takeaways on Market Validation:

  1. Market validation before undertaking any major investment is an essential risk mitigation tactic
  2. If you are seeking investment, doing market research will put you ahead of the pack
  3. Do both desk and personal research – yes, talk to potential customers
  4. Map out your market place (value chain and trends), make sure you are not missing any opportunity or trend merging – a lot of this can be done by desk research and validated by contacting key industry commentators
  5. Engaging key stakeholders in the industry in market validation often builds loyal evangelists for you and your new business
  6. A quick prototype or sketch can help discussions
  7. Market validation is not a one-off exercise, it is a crucial part of improving your business and product over its life
  8. If you are developing disruptive technology then you need to be doubly sure of your target audience’s “pain” and more importantly motivation to change behaviour to adopt your new product. Do some behavioural research.
  9. Be warned if you have been in the industry or are a target user – you do not know enough.
  10. Doing market validation will often open your eyes to a better product than the one you have conceived by yourself.
  11. Buy Jenny’s book

I have already purchased 10 copies of the book and are handing them out to clients as compulsory reading.

Technician, Manager or Entrepreneur – E-Myth Revisited

Do you experience Exhilaration or Exhaustion daily?

What are you? Technician, Manager or Entrepreneur?

Too often people start businesses with great enthusiasm, then before you know it, the passion is gone and its just hard work.

Michael Gerber’s “The E-Myth Revisited” book makes the point that to be successful in business we need to be master juggler of three functions Technician, Manager and Entrepreneur.

  • Technicians – live in the present: Experts in doing stuff, craftsman at their trade. Their ethos is captured by the statement “you want it done right, do it yourself”.
  • Managerslive in the past: Pragmatic in nature, planning order, creating predictability
  • Entrepreneurs – live in the future:  They turn a trivial condition into exceptional opportunity, true visionaries and catalysts for change. They are focused on the bigger picture continually questioning the business and its place as opposed to operating it.

The E-myth refers to the Entrepreneurial Myth that businesses are started and lead by entrepreneurs, rather than the truth, most businesses fail because the founders are technicians. Their entrepreneurial traits only appearing for a small moment in time at inception, to be quickly replaced by the dominant behaviour of a technician.

The acts of a technician lead businesses, inevitably lead to what Gerber describes as “entrepreneurial seizure, that point when the business has enslaved the owner”.

 The classic sign or precursor to this “seizure” being when the technicians abdicate tasks they dislike or do not have skills in, rather than delegating. Typically this plays out as employing someone for a while to do all the stuff they dislike. Slowly they become disconnected from the business they started and after a while the new manager they employed gets pissed off and leaves them in the poo (poo being my technical word not Gerber’s).

 “Too many entrepreneurs start out with passion and drive, to only find themselves with a lousy job a few years later, working their butts off for little or no reward.”

 The e-Myth Revisited is a great read and is available on Kindle well worth an afternoon on your deck chair.

More wisdom from Gerber … “A mature business knows how it got to be where it is and what it must do to get where it wants to go”. Shifting from adolescence to maturity as a business usually coincides with a crisis or getting outside help, you choose.

 The fact that these technicians (craftsman) are not strategists or skilled in some basic business skills, is very evident in the NZ landscape.

 How do you balance the technician, manager and entrepreneur hats?

Coincidentally, or not, I have recently just re-enthused a couple of businesses owners, who had lost their way, just as Gerber describes in his book.

Fixing this type of dilemma takes two steps best done with outside help:

  1. The Awakening – some form of strategic review and tool kit, where you can see your business from the outside looking in.
  2. Getting Clarity around how to best take advantage of this new strategic view point with a new simple strategy and mode of operation that recaptures motivation, clear direction and business opportunity. Rather than doing lots of more technical stuff.

So for pragmatists – some tips:

  • Work on obsoleting yourself from your business – “if your business depends on you, you don’t own a business you own a job”
  • Be conscious of your natural tendencies or biases towards being a technician, manager or entrepreneur. Challenge yourself to perform the two roles you do not have a natural affinity for. When was the last time you revisited your strategy? Who are you being today?
  • Delegate don’t abdicate: Do not abdicate tasks that you should have accountability for e.g. finance just because you don’t like it or don’t understand it.  Can you lay your hands on an up to date (end of last month) P&L and balance sheet within the next 10 mins? If not you have abdicated.
  • Learn some more business skills to complement your skills so you can delegate with full knowledge and respect for specific technical skills specialists provide. E.g. basic finance is not hard to learn.

PS:  I am on the hunt for a final year student to come work part time at GMC AKL to help me “delegate” and grow GMC. Apply here

Oh and I would be remiss to not mention

Breaking the owner – employee attitude gap

How do you get employees to operate as though they own the business?

This is an ongoing dilemma for all business owners.

I have just finished an enlightening book on creating performing teams in this modern age by Paul Marciano – “Carrots and Sticks Don’t Work”

 This book should be compulsory reading for anyone who has staff.

It’s amazing what people managing people, claim to know about leadership – but seldom practice.
Paul has a way of bringing this point home with some simple questions in each of the early chapters, clearly illustrating this point.

When was the last time you said an individual “thank you” to your staff?

I cringe when I hear executives say “people our most important asset” yet there is no evidence in their actions.

Paul like others, I have recently reviewed take an axe to reward and recognition programmes (carrots and sticks), stating that these only stimulate short-term change and never influence culture.  He gives numerous  (20) examples of the harm these programmes can bring into companies. In many cases all that happens is a culture of entitlement is formed.

Paul separates motivation from engagement.  “Employees who are motivated will work hard when there is something in it for them, engaged employees work hard for the sake of the organization and because it gives them fulfillment”

Another differentiation between engagement and not: When I feel highly engaged with a project, I find myself thinking of it all the time-inside and outside work.; when I’m not engaged , I think about the project only when I am on the clock”

Engaged employees do things like: bring ideas to work, when did you last get an email in the weekend from an employee saying …”I’ve been thinking…”, or an employee informs you of problems solved, rather than bringing you dead bodies.

The interesting point he does make is that “it is all to do with the organization and manager and less to do with the employee”.

Motivation is what gets you started; habits are what keep you going.

Habits are persistent and resistant to change and do not go away because we are motivated.

Culture derives behavior and behavior reinforces culture

So given we accept carrots and sticks don’t work, what do we do about it. Paul’s model is based on an acronym RESPECT.

  • Recognition (& acknowledgement)
  • Empowerment (do your staff have the tools to succeed)
  • Supportive feedback
  • Partnering
  • Expectations
  • Considerations
  • Trust

Building on Pink’s Drive purpose, Paul emphasizes the importance of people understanding the context of their role in the organisation and knowing that their efforts make a difference to others and the business.

Some other quick notes I made give you a taste of Paul’s approach:

  • Giving effective Praise:  The winning formula Timing, specificity, proximity, enthusiasm.
  • Lack of training and advancement are the 2 leading reasons for staff turnover
  • “Your Job gives you authority, your behavior gives you respect”

This book is going on my top 10 list to recommend to owner managers who want break the employee – owner attitude gap.

Read more on Paul’s respect model on his web site:  http://www.paulmarciano.com/respect-model/

Paul was looking at coming to NZ in 2012, so keep an eye out for his name on the speaking circuit.

Pigs and Chickens – Business Model

Is your business a pig or a chicken?

Harold Star’s book “Chicken and Pigs – Business Models and Competitive Strategies” puts  businesses into 4 categories.

These models are referenced by transaction frequency and revenue contribution from each transaction.

My takeaways from this book are:

Business models are about customers not end users, often people get these stakeholders mixed up. Customers are the ones writing the cheques.

  •  Few companies know why their customers came to them and why they stay
  •  It takes different skills to attract customers and retaining them
  • Once established a business model is very difficult to change. This comes from the customer behaviours and required skills associated around maximizing operational efficiencies working each model.
  • Business models are predicated around decisions made by management around three model elements (strategic DNA) : Customer, Resources and Capabilities and Value Proposition.
  • Many companies operate multiple models,  as such they need to be conscious that each model requires different skills and behaviours

Through his book it he never actually mentions why he calls them such, perhaps obvious, but my take is:

Chickens: Lay eggs – lots of regular contributions
 Pigs: good for bacon and ham at the end, lots of reward once
 Black Widows: Mate and kill their prey, like big customers who consume your business leaving you  at risk with a small number of large customers
 Locusts:  lots of them and they move in packs, short life expectancy

Check out both Harold Web Site and his book for more detail on this pragmatic approach to classifying and developing strategies to manage your customer pools and business model.

The web site has plenty of great information. Click on each model to get more information.