One Minute for Myself

by Spencer Johnson

- Lots of wisdom but not the best 1minute book

- took so many notes that decided not to write the notes and just highlight a few points

- underwhelmed by the book actually as i expected lots more...but i did learn quite a bit

• Before I an take care of anything or anyone, I must first take good care of my self
• if i am taken care of, i will be happier and in a better mindset to help others
• if i have ignored myself, i will feel bad and no matter how hard i want to help others, my mind will feel too damaged and pessimistic to be helpful
• take 1 minute for myself when flustered. Stop, close your eyes, take deep slow breaths and ask yourself "how can i take better care of myself right now?"
• at any moment, you can change your mindset by turning your focus inwards
• "is there a better way right now for me to take good care of me?"
• When you take better care of my self, you naturally will take better care of others as you loving of yourself will become loving of others. And when they feel loved, the cycle will continue onto others.
• "the more I take good care of myself, the less resentment and anger I feel and the more loving I become towards myself and others

One Minute Teacher

by Spencer Johnson
- one of the worst one minute books i've read
- boring because very similar to one minute manager
- stopped reading at top of page p65 (hardcover) - someone was anxious to speak
- had to return because due
- think i can learn more from reading jae's TEFL stuff

NO NOTES SCANNED AS ALREADY DOWNLOADED A FEW PDF SUMMARIES OFF THE WEB + TOO MANY NOTES TO SCAN...NOT A PRIORITY RIGHT NOW.

Peaks and Valleys

by Spencer Johnson

• How you feel depends largely on how you view your situation. The key is to separate what happens to you from how good and valuable you feel you are as a person. I found that you can feel good about yourself even when bad things are happening
• Peaks and Valleys are connected. The errors you make in today's good times create tomorrow's bad times. And the wise things you do in today's bad times create tomorrow's good times.
• For example, people who use a peaks and valleys approach during bad times make things better when they return to basics and concentrate on what matters most.
  
• No one can stay in one place forever. Even if you remain physically in one spot, you are always moving in and out of the places in your heart. The secret is to truly appreciate and enjoy each time for what it is while you are living it.
  
• Peaks are moments when you appreciate what you have. Valleys are moments when you long for what is missing.
  
• So if you want to avoid fewer valleys, avoid comparisons. If you enjoy what's good about the moment, you feel more like you are on the peak.
• You cannot always control external events. But you can control your personal peaks and valleys by what you believe and what you do.
• To change a valley into a peak, you need to change one of two things: what is happening, or how you feel about what is happening. If you can change the situation, that's great. If not, you can choose how you feel about it so that it can work in your advantage.
• The path out of the valley appears when you choose to see things differently
• You change your valley into a peak when you find and use the good that is hidden in the bad times.
• Between peaks there are always valleys. How you manage your valley determines how soon you reach your next peak
• While it is unhealthy to try to escape by blocking out reality, it can often be very healthy to just relax and rest and trust that things will get better. Because, after a good night's sleep or a few days' break, they often do.
• Your ego can make you arrogant on the peak and fearful in the valley. It keeps you from seeing what is real. Your ego distort the truth. When you are on a peak, your ego makes you see things as better than they really are. And when you are in a valley, your ego makes you see things as worse than they really are. It makes you think a peak will last forever, and it makes you fear a valley will never end.
  
• The most common reason you leave a peak too soon is arrogance, masquerading as confidence. The most common reason you stay in a valley too long is fear masquerading as comfort.
• I find the best way to get through a valley is by creating and following your own sensible vision. By sensible I mean a vision of a future peak you want to be on that makes good sense to you. Something as big as you can imagine that is also realistic and attainable if you want it enough. And sensible also means you can make what you imagine more real to you when you use all your five senses to create an image in such specific, believable detail that you begin to realize you can make it happen. Imagine how your future Peak will look, sound, smell, taste, and feel until it becomes so real to you that the image of getting there pulls you through your valley.
• A great way to get to your next peak is to follow your sensible vision. Imagine yourself enjoying your better future in such specific, believable detail that you soon enjoy doing what takes you there.
• The pain in the valley can wake you up to a truth you have been ignoring.
• Maybe you are always creating a vision of your future whether you are aware of it or not - either a fearful vision, or a sensible vision. And it's just a question of which vision you follow.
• My valley is fear
• Since your valleys are moments of longing for what is missing, did he fear that he would never gain or regain what was missing? He knew the bad times can continue, but if you move beyond your fear, you soon feel much better.
• Avoid believing things are better than they really are when you are on a peak, or worse than they really are when you are in a valley. Make reality your friend.
  
• A personal peak is a triumph over fear.
• He wondered about the difference between wishing for a better future and following a sensible vision. Then he realized that the difference is in the doing. Wishing leads to no action but when you truly follow a sensible vision, you want to do the things that make it happen. You don't force yourself, you just want to do so much that you find yourself doing things you never knew you were capable of.
  
• He was beginning to truly understand what the old man meant by truly following your vision. It meant staying true to what you want and doing what really takes you there - recognizing the truth! More and more, he was starting to realize that fear block you, but the truth helps you succeed
• You create a peak when you truly follow your sensible vision. Your fear fades and you become more peaceful and successful.
• I don't know if this is right but it seems to me that the purpose of the peak is to celebrate life, and the purpose of the valley is to learn about life.
  
• I remembered that a great way to get to my next peak is to create and follow my sensible vision - one that makes sense to me and is realistic and attainable if i want it enough. I used all five of my senses to imagine that I was already enjoying being on the higher peak. I imagine what I would see, touch, taste, smell, and hear. As I did, my fear faded and it gave me the energy and enthusiasm to go for it. Then I kept seeing and feeling my sensible vision until I came up with a way to get there.
• Now I'm hoping that I can experience my future peaks and valleys with more curiosity about the truth. I'll ask myself "what is the truth in this situation I am in?"
• To stay on a peak longer: Be humble and grateful. Do more of what got you there. Keep making things better. Do more for others. Save resources for your upcoming valleys.
• He decided he wanted to grow into a more loving and attractive person. He now believed that by becoming more loving himself - by replacing fear with love - he was more likely to be loved, and to attract a truly fulfilling relationship into his life.
  
• In the days that followed, the created another sensible vision. This time, he imagined himself becoming the person that a woman like her would want to be with. And perhaps more important, the kind of person he would like to be. He imagined his better self in every detail. He would become someone who didn't take himself too serously, someone who was fun to be with, yet someone who cared deeply about creating real excellence in his life and work. He would be a man who wanted to make a difference in the world - perhaps a small difference, but a significant one. And he would never take for granted the people closest to him. For a change, the young man did not talk about this to anyone. He just held this picture and feeling very clearly in his mind and hear. Then he did the things that made it happen - staring with small things. In time, he became more like the man he had imagine.
  
• You get out of a valley sooner when you manage to get outside of yourself: at work, by being of greater service, and in life, by being more loving.
• One of the most useful things he found was surprisingly simple: Whenever he got confused about how to get out of a valley, he remembered that peaks and valleys are opposites. So he looked at what he did that put him in the valley and then he did just the opposite - and he got the opposite results.
  
• The man realized that what counted was not where a person lived, but how a person lived.
  

Yes or No

"Yes or No": the guide to better choices

by Spencer Johnson

• One of the best and most useful books i've ever read!
• similar to OPA plan but slightly better as its more complete and can be done without writing everything out

Scan - p9, 12, 26, 37, 48, 71, 82


From Confusion to Clarity:

-Perhaps you do not always need to make the best decisions. For things to get better, we only need to make better decisions. Perhaps, like the rest of us, you will find that if you keep making better decisions, eventually you will do well.

-"If you stop a poor decision and create a void, you can fill it with something better."
The young man said, " but i'm afraid that if i give up what i have, i won't find anything better." "We are all afraid of that. It takes courage to let go of what is familiar and comfortable. But, in reality, it is actually a safer and more reliable way to get better results. When what is not working for you is finally out of your way, you are then free to find something better. And you usually do, rather quickly.
The ancient Chinese had an expression for this wisdom. "if you want a hot cup of tea, you must first empty the cup. Pouring hot tea into a cup full of cold tea means the hot tea cannot enter the cup but rather spill over the counter"


The Real Need:

• A want is a wish. A need is a necessity. A want is just an attractive distraction, which we may pursue but later find unfulfilling. Even if we finally get what we've wanted, it often leaves us still wanting. A need, however, is basic and nurturing. A need is what a situation requires. For example, we want jam but we need bread. The jam tastes good but doesn't nourish us.
• In life, we may want a fancy house but need a loving home. When we pursue what we want, we often miss getting what we really need. If you want to be effective, do first things first. First pursue your home, then your house. After you have done what you need to do, then you can do what you want-- but on then
• You focus by saying "no" to whatever doesn't help you achieve the real need and "yes" only to what does
• "How can u become this decisive?" Decisive people clearly know what the real need is, so they can quickly judge whether or not a specific decision will support or undermine what they need
• We want a lot, but we need little. When we focus the decision down to only what we need--that is, what makes us feel really successful--it becomes a much easier decision"
• To see what you really need, as "looking back on this, what would I like to have done?". In the supermarket for example, I asked "later on, what would i like to have eaten? (a something healthy or something fatty?)
• Question: "What was the real need for this decision? If I could do only one thing, what did it need to be?"

Informed Options:

-in our fear-frozen minds we sometimes think we have no other choice. That is seldom, if ever, true. It is merely a sign of our fear that has paralyzed us.

- Become aware of your options. Begin by asking questions and gathering needed information. "Needed" information is only what you actually need to know to make a better decision. Anything else is extraneous information. As you gather information, do not avoid what you do not want to hear or you will not become aware of all your real options. And you will remain in illusion. A good way to get all the needed information is by your own realistic observations (your own experiences).

-If you want to know more, notice more."Ask the most experienced people you know, those who have been down the road and back and look for a pattern of observation and information you can rely on. Talk with people you feel can guide you and listen.
But be careful. Do not accept someone else's view of reality. Validate the information yourself.

- there are two kinds of info. info that is nice t have and info that you need to have.
you may feel you never have all the info you want. but ask " do i have all the info i need?" Remember that the needed info is only that info without which you cannot make a better decision.

- " as i gather more information, i become more aware of my options"

-"how do i discover which is my best option?" - ask yourself "will this option best help me to meet the real need?"

- first step towards arriving to a better decision: "To stop. When I don't know how to say "yes" to a better decision, I can first say, "no" to a poor decision and stop doing what doesn't work. Even if i do not know a better way, I will most likely fill this void i've created with something better."

- so the problem is not that we have no options, but that we are not aware of the options we have. We just don't see them yet.

Thinking it Through:

- To make a better decision, I ask, "Then what would probably happen? Then what? Then what?" Until I think my decision through to a better result

- When we don't think out decisions through, it may be because we assume it is a short-term decision-- but often it is not. Our lives are shaped by decisions which we do not think are all that important at the time. The results of one decision can affect the next decision--more than we realize--and we need to respect this."

- after you think about your decision and ask yourself, "have i really thought it through?", you may want to sleep on it. Then you may want to review it again tomorrow morning.

The Other Half:

- As you come to discover the extraordinary power of the simple, beware of the simplistic. Simplistic is less than what is needed. A simplistic answer is an illusion. But simple is all that is needed and nothing more. That is why the better answers, the ones that more easily get better results, are invariably simple. Sometimes they are the most difficult ones to see.
But once you discover the simple answer, it becomes the obvious answer. Making a better decision often depends on seeing, at the time, what becomes obvious to you later."

- our ineffective decisions are based on illusions we believe at the time. Our effective decisions are built on realities we recognize. That is why it is useful to ask ourselves probing questions to help us distinguish illusion from reality

- you make your decisions based on your character---what what is in your heart--whether you realize it or not. You need to cross back and forth across the bridge between the two halves of yourself--the thinking half in your head, and the feeling half in your heart--if you want to consistently make better decisions.
the bridge is just your awareness that you need to connect these to halves of yourself

- our character is our collection of personal beliefs and how we act on them. How we make our decisions depends mostly on what we believe. Our beliefs are often forgotten choices we made long ago. But they are still influential, though our subconscious, upon our decisions.

- your practical decisions are mirrors of your personal thoughts, feelings, and beliefs on display for everyone to see. They clearly reveal the way you view the world and yourself. you can see another person's beliefs just by looking at enough of his or her decisions.

- The private question concerns your personal beliefs about: your integrity, your intuition, and your insight into your own worth.

- So as the practical question wakes me up to my situation, the private question wakes me up to my character. When you knowingly apply your character to your situation, you make a better decision.

- like most wisdom, what we are discovering is really not new. It was discovered by other thousands of years ago. It is not even always new to us. We just forget to use what we have known works.

- more often than not, a person with character will make better decisions, especially a person with integrity, intuition, and insight
Integrity, because people who have integrity won't fool themselves about a situation. They will cut through the nonsense and get to the true core of things quickly.
Intuition, because people who have learned to trust their intuition won't look to others to make their tough decisions. They can depend on themselves and the CEO, in turn, can depend on them
Insight, because if people are unaware that they can unknowingly sabotage their own results, my company will eventually pay the price for it.

My Integrity:

- I have been where you are. I became angry when someone tried to tell me the truth and I didn't want to hear it. Especially if it was from my parents
I felt threatened and would strike out at them. I've learned now that my anger just shows my fear
I didn't know that integrity, telling myself the truth, was really nurturing for me. I thought it was something we are supposed to do
And we don't want to do what we are supposed to do. We do what we want to do.

- Then I started to look at what I secretly wanted to do, and I asked myself, "Would i like to have my friends and family read about this in the newspaper?"

- I find the quickest way for me to find the truth is to look for the fiction I believe--the untruth I want to believe is truth--because it is more convenient or more comfortable for me to believe it.
The fiction is sometimes more glaring and thus easier for me to see than the truth. Once I see the fiction, I look for the opposite and find the truth.

My Intuition:

- To use your intuition, it is important to look at how you feel as you are making the decision.
if you make it feeling a lot of effort, you are probably trying to force things to happen. If so, it will probably turn out poorly for you.
If, however, you are asking yourself probing questions and you really feel peaceful, you may be making a decision based on a truth which you have recognized and, if so, your results will be far better."

-All fear is of the future. We are not afraid of being on a narrow cliff, but of falling off the cliff--sometimes in the immediate future.
Reflect on the fearful decisions you made in your life. Look at those you made based on fear--on insecurity, anxiety, anger, resentment, and worry. All these emotions are various masks of fear."

-The good new is we can avoid mistakes if we take the time to ask ourselves, what would i do if i were not afraid? and then do whatever that is.

- I ask myself "Am i making my decision with fear or enthusiasm?"

- We think with our minds and feel with our bodies. Our minds can become confused, but our bodies speak to us in a simple binary code: either "yes" things feel right to us or "no" they do not. If you have already used your head by asking yourself the practical question and your answer still "maybe" then its time to feel, not just think

My Insight:

- the key to consistently making better decisions is to consciously choose to believe you really deserve better and to act on that belief.
you might want to think more about it--or better yet see if you can feel the truth of it.

- what do i really believe i deserve? He was reluctant to see the truth because he didn't always like it. But he continued to look at it. He wondered if he hasn't illogically but unknowingly limited himself and his results.

- before I make a decision, do i usually ask myself valuable questions? Do i focus on the real need instead of what i want? Do i get the needed information and inform myself of my options? Do i think my decisions through to better results?
Or do i not really believe that i deserve better and therefore sabotage by not telling myself the truth? Or by not trusting my own intuition? Or by believing I do not have the ability to do better, or enough education, or the right social connections?

- We never let ourselves have any more than we really believe we deserve
Are you slowing yourself down by believing you deserve to merely survive rather than prosper?

- What can i do if i realize i do not really believe i deserve better?
Ask yourself" If i believed I deserved better results, what would i do?
You do not need to wait until you really believe it in your hear. You just need to do now whatever you would do if you did believe you deserved better
When your actions are better, things get better.
Remember, decisions are only effective when you act on them, and when you act on them in time.

Self Leadership and The One Minute Manager

Author: Kenneth Blanchard

Tricks of a Self Leadership

1. Challenge Assumed Constraints

• list potential and actual assumed constraints that could limit your success in X
• an Assumed Constraint is a believe you have, based on past experience, that limits your current and future experiences
• "because I've failed in the past don't even try anymore"
• "our assumed constraints limited our belief that the trick could be done. But it turns out that one of us did have an
  

2. Celebrate your points of power

• highlight strengths and resources
• identify other people who have points of power that you can draw upon as you implement your plan
• acknowledging the power you have gives you a sense of control over your job and your choices
  

3. Collaborate for Success

• prioritizing your most important goals, diagnosing your development level on each of them, and determining the leadership style you need
  

types of points of power: knowledge power, personal power, relationship power, task power, position power

• knowledge power = specific knowledge of X
• personal power = ability to give assurance to people and make them feel comfortable with the work that needs to be done and the costs involved.
• relationship power = your friends and contacts who can aid you in your project
• task power = power from the tasks in your job (ex: bookkeeper write the paychecks, prep cook cuts the vegetables, etc)
• position power = job title which gives you power such as the CEO or owner
  

"The only way in which anyone can lead you is to restore to you the belief in your own guidance" - Henry Miller

The Development Continuum (stages of development)

• D1 = The Enthusiastic Beginner = Low Competence, High commitment
• D2 = Disillusioned Learner = Low-some competence, low commitment
• D3 = Capable But Cautious Performer = Moderate-high competence, variable commitment
• D4 = High Achiever = High Competence, high commitment

When at _____ level of development, need _______

• D1, need High Direction and Low Support
• D2, need High Direction and High Support
• D3, need Low Direction and High Support
• D4, need Low Direction and Low Support

To increase Direction, find someone who will:

1. set a clear goal
2. generate an action plan
3. show you how to do the goal or skill
4. clarify roles
5. provide timelines
6. establish priorities
7. monitor and evaluate your work and give feedback

To increase Support, find someone who will:

1. listen to you
2. praise and encourage you
3. facilitate your problem solving
4. ask you for input
5. provide rationale (remind you why you're doing it)
6. share information about their experiences relevant to the goal
7. share information about the organization relevant to the goal

Leadership Styles for each Stage of Development (what kind of leader do you need to do depending on the skill level of your employee)
- for each development level, there is a corresponding leadership style to provide you with the appropriate amount of direction and /or support you need

• at D1, need S1 leadership = Directing
• at D2, need S2 leadership = Coaching
• at D3, need S3 leadership = Supporting
• at D4, need S4 leadership = Delegating

definitions of leadership roles

• S1 = Directing = "Leader Decides", high directive and low supportive behavior
• S2 = Coaching = "Let's Talk, Leader Decides", high directive and high supportive behavior
• S3 = Supporting = "Let's Talk, Employee (D3) Decides", low directive and high supportive behavior
• S4 = Delegating = "Employee (D4) Decides", low directive and low supportive behavior

There are 3 types of dumb questions:

1. when the answer is obvious
2. when you're not willing to hear a certain response
3. when you already know what you want to hear

Instead of asking "are you busy?" (which is a dumb question especially as the other person looks busy), simply state your needs truthfully:

• "Mr X, I need fifteen minutes of your time to discuss this project. If this isn't a good time, i can come back at three o'clock."

The Two Most Powerful Words to Collaborate for Success are "I need"

• when you tell someone you "want" something, their first thought is usually, "we all want things we can't have."
• When you use the "I need" phrase, you're coming from a position of strength. You've thought about what its going to take to succeed and are requesting a person's help.
  
• Its amazing, but human beings love to feel needed. They love to think they can help you. "I need" is very compelling."
  

The One Minute Manager

by Kenneth Blanchard and Spencer Johnson

one minute meeting
- i listen while my people review and analyze what they accomplished last week, the problems they had and what still needs to be accomplished. then we develop plans and strategies for the next week
- meeting once a week for 2 hours
- decisions made here are binding by both parties

"People who feel good about themselves..Produce good results"

Once he has told me what needs to be done or we have agreed on what needs to be done, then each goal is recorded on no more than a single page. the 1 minute manager feels that a goal should take no more than 250 words to express. He insists that anyone be able to read it within a minute. He keeps a copy and i keep a copy so everything is clear and so we can both periodically check the progress.

The old man believes in the 80-20 goal setting rule. That is, 80% of your really important results will come from 20% of the goals. So we only do one minute goal setting on that 20% that is our key areas of responsibility - maybe three to six goals in all.

One minute goal setting is simply:
1. agree on your goals
2. see what good behavior looks like
3. write out each of your goals on a single sheet of paper using less than 250 words
4. read and reread each goal, which requires only a minute or so each time you do it
5. take a minute every once in a while out of your day to look at your performance
6. see whether or not your behavior matches your goal

"help people reach their full potential....catch them doing something right"

when you first start work here or when you begin a new project or responsibility, he is constantly around trying to catch you doing something right. then after you get to know the ropes, he is rarely around

One minute praising works well when you:
1. tell people upfront that you are going to let them know how they are doing
2. praise people immediately
3. tell people what they did right - be specific
4. tell people how good you feel about what they did right, and how it helps the organization and the other people who work there
5. stop for a moment of silence to let them "feel" how good you feel
6. encourage them to do more of the same
7. shake hands or touch people in a way that makes it clear that you support their success in the organization

ONE MINUTE REPRIMANDS

-he looks me squarely in the eye and lets me know how competent he thinks i usually am. he makes sure i understand that the only reason he is angry with me is that he has so much respect for me. he says he knows that this is unlike me. he says how much he looks forward to seeing me some other time, as long as i understand that he does not welcome that same mistake again.
- first of all, he usually gives me the reprimand as soon as i've done something wrong.
- second, since he specifies exactly what i did wrong, i know he is "on top of things" and that i'm not going to get away from sloppiness.
- third, since he doesn't attack me as a person - only my behavior - it's easier for me not to become defensive. i don't try to rationalize away my mistake by fixing blame on him or somebody else. i know he is being fair.
- fourth, he is consistent

one minute reprimand works well when you:
1. tell people beforehand that you are going to let them know how they are doing and in no uncertain terms

the first half of the reprimand:
2. reprimand people immediately
3. tell people what they did wrong - be specific
4. tell people how you feel about what they did wrong - and in no uncertain terms
5. stop for a few seconds of uncomfortable silence to let them feel how you feel

the 2nd half of the reprimand
6. shake hands, or touch them in a way that lets them know you are honestly on their side.
7. remind them how much you value them
8. reaffirm that you think well of them but not of their performance in this situation.
9. realize that when the reprimand is over, its over

why one minute goals work
- "now you can see what happens in most organizations. i believe that most managers know what they want their people to do. they just don't bother to tell their people in a way that they understand. they assume they should know. i never assume anything when it comes to goal setting"
- "when you assume that people know what's expected of them, you are creating an ineffective form of bowling. you put the pins up but when the bowler goes up to roll the ball, he notices there is a sheet across the pins. so when he rolls the ball, and it slips under the sheet, he hears a crack but doesn't know how many pins he knocked down.
- you really have 3 choices choices as a manager. first you can hire winnes. they are hard to find and they cost money. or second, if you can't find a winner, you can hire someone with the potential to be a winner. then you systematically train that person to become a winner. if you are not willing to do either of the first to, then there is only the third choice left - prayer.

"everyone is a potential winner. some people are disguised as losers...don't let their appearances fool you."

Why do one minute praisings work
- the most important thing in training somebody to become a winner is to catch them doing something right - in the beginning approximately right and gradually moving them towards the desired behavior. with a winner you don't have to catch them doing things right very often, because good performers catch themselves doing things right and are able to be self-reinforcing
- you see, that's what punishment does when you use it with somebody who lacks confidence or is insecure because of lack of experience. if inexperienced people don't perform (that is, do what you want them to do), then rather than punish them we need to go back to one minute goal setting and make sure they understand what is expected of them, and that they have seen what good performance looks like
- praising example - train a whale to jump through hoops by rewarding it for going through a hoop placed at the bottom of the pool and gradually raise it to above the water....cannot just wait for it to jump through it in the air from the beginning...impossible to tell them that is what you want or make them believe that they can do it.

why the one minute reprimand works
- feedback is so immediate
- unless discipline occurs as close to the misbehavior as possible, it tends not to be as helpful in influencing future behavior...thats why quarterly reviews don't work
- person receiving the reprimand can hear the feedback because when the manager deals with one clear behavior at a time, it seems more fair and clear.
- never attack the person's worth or value as a person. i reprimand the behavior only thus my feedback and their reaction to it is about the specific behavior and not their feelings about themselves as human beings. it doesn't cause them to be defensive about the reprimand.
- if you are first tough with the behavior, and then supportive of the person, it works
- before giving a reprimand you have to see the behavior yourself - you can't depend on what someone else saw. you never give a reprimand based on "hearsay"
- these three basic ingredients - telling people what they did wrong; telling people how you feel about it; and reminding people that they are valuable and worthwhile - lead to significant improvements in people's behavior
- there is a very simple rule when touching. when you touch, don't take. touch the people you manage only when you are giving them something - reassurance, support, encouragement, whatever

The One Minute Negotiator

The One Minute Drill

Step 1 - Engage

• Recognize you are in a negotiation and quickly review the viable strategies

Step 2 - Assess

• Evaluate your tendency to use each of the negotiation strategies, as well as the tendencies of the other side

Step 3 - Strategize

• Select the proper strategy for this particular negotiation

4 strategies in Negotiation

1. Avoidance (low cooperation / reactive) - grey
- like ostrich putting head in ground to avoid confrontation

2. Accommodation (high cooperation / reactive) - yellow
- basically giving in and providing or allowing the other side to take what they ask for

3. Competition (low cooperation / proactive) - red
- Win / Lose scenario
- fighting over same piece of pie. someone has to lose


4. Collaboration (high cooperation / proactive)
- Win / Win
- working on ways to make the pie bigger so no losers, only winners

Assessing Tendencies of Others

1. Analyticals (slow paced / task force) - numbers person

• least emotional in negotiations
• want hard data, accurately presented, and the time to study
• tendency to use the AVOIDANCE negotiation strategy
• they avoid making decisions without adequate data and significant time to process it
• often strongly resist making decisions and expressing opinions in public forums
• they really don't want surprises
• STRATEGY - makes sure you have all the data on hand before making the pitch. once its presented and they decide, it will be hard to change their minds

2. Drivers (fast pace / task focus) - the bully

• short attention span, unemotional task orientation, and direct nature
• you generally know exactly where they stand
• often come with an overly COMPETITIVE strategy
• they want to see what you're made of and how prepared and confident you are in terms of the issues being negotiated
• if pass their first round of tests, you have a very good chance of collaboration
• they will have ONE BIG ISSUE in any negotiation, and if you can confidently address that point, they will have very limited interests in other "minor" aspects of the deal (once the big issue is removed, very few hurdles to path to success)
• generally aggressively attack price to check your confidence in the value of your proposal
• need to build credibility with a drive, because the one thing they fear most in any negotiation is failure
• they don't mind a few mistakes a long the way
• very little patience for discussions of the details of a deal
• STRATEGY - use the COMPETITION strategy and be prepared to tackle their one big issue

3. Expressives (fast pace / relationship focus) - the lazy wannabe collaborator

• they love the idea of collaboration but rarely have the attention span or discipline to follow through with the strategy
• lack focus to be great collaborators
• when you capture their attention, you better move rapidly and enthusiastically to get a deal done
• may love you today, but tomorrow will often not even remember your name. they have moved on the road and are now working on other, more exciting negotiations
• novice negotiators are frequently offended when expressives lose interest and move to avoidance
• are impulsive and sometimes flighty
• STRATEGY - best bet is to understand their goals and visions and respond to them in a stimulating manner in an attempt to secure their commitment
• very useful is to find someone in the expressive's organization to work with to collect info necessary to understand needs, develop options, create an action plan, and them come back to the expressive for a decision.
• don't be afraid to be diligent in pushing an expressive to stick with the process. the need this prodding and will ultimately respect it
• number one thing they dislike in negotiations is boredom
• STRATEGY - come up with solutions respectful of the expressive's goals, present them in a brief and energetic manner, and you might be surprised when they grab them in a nanosecond

4. Amiables (slow pace / relationship focus) - the ultimate avoiders

• not in a hurry to make decisions
• likes to keep relationships good so resists conflicts at all costs to keep a friendly mode
• will postpone a decision until they are certain of an outcome that will not offend anyone on their team as well as on the other teams competing for their attention
• is the most likely group to ACCOMODATE
• in order to stay away from conflict, they will often accommodate beyond which is even necessary
• very big on using complaining and guilt to try to get the accommodations back later in the game
• in their mind, if they wait long enough, the issue in question will solve itself or totally disappear

extra type - first timers

• try to get to know them as well as possible
• do research on them and see how they view other clients...usually they will negotiate in a similar fashion

tip

• start with a collaboration mind (instead of competitive)
• much easier to switch from collaboration to competitive than the other way around
• generally, better to to be proactive (competition / collaboration) than reactive (avoidance / accommodation)

Times when AVOIDANCE strategy is appropriate

• when the topic is a minimal issue (but if avoided, the issue might grow to something big later)
• or when a superior option is readily available elsewhere - when you don't have interest to continue the negotiate and rather work with another party as they will give you a better solution

Times when ACCOMMODATION strategy is appropriate

• when in a significantly weaker leverage position that is obvious to all sides
• or when have no other options with which to negotiate

Times when COMPETITION strategy is appropriate

• when negotiation involves an opponent not inclined to or capable of collaborating, or one simply not worth the effort
• when the opponent is using strong COMPETITION strategy
• must be careful as this strategy can damage relationships

Times when COLLABORATION is best (win-win solution)

• during any situation presenting a significant opportunity with capable and willing decision-making teams on all sides of the table
• is the strategy that allows for both parties to win as well as their future relationship
• only about 1 in 5 negotiations can be settled in this way...rare to find other party ready and able to collaborate
• is about making a bigger pie to bake properly, not how to take a bigger piece of it

p31 - Do not Accept the first offer
- accepting the first offer if it sounds good is actually not efficient as it does not guarantee that both parties will feel great about the outcome
- "while and up-front agreement sounds like total bliss, it is in reality only through the time and effort we invest in a negotiation that we can reach an agreement both sides feel is in their best interests"

p31 bottom - Price vs Terms
-there are 2 sides of an agreement, the price as well as the terms. Remember that if a party always agrees to the price but is also allowed to set the terms that he is the one that WINS, not the one setting the price
- most people emphasize the price too much...that is only 1 aspect of it
- "almost all people overemphasize price"
- "a savvy negotiator will tell you that if they let u set the price and u let them set the terms, conditions, and deliverables, they will beat you every time"

32 bottom - "Negotiaphobia"
- "signs of negotiaphobia include telling yourself that now is not the time to rock the boat It is longing for the good old days when things were easier"

p 71 1/2 - Competitive = Low Chance of Collaboration
- when the other side determines that they will use a competitive strategy, unless you can move to change their mind, you simply no longer have the option of collaborating.
- You can avoid, accommodate, or compete with them, and maybe appropriately try the late-game compromise tactic, but you simply can no longer accommodate

p 72 bottom - Fight Competitive with Competitive
- When the other side goes competitive, and u are actually more likely to compete than to simply give in, and the and the other side promptly and clearly recognizes this tendency, you will be given many more collaborative opportunities
-this is because most of the time then the other side goes competitive, they do not expect to face competition in return.