Negotiate Anything
Negotiate Anything
Oct 29, 2020
PRACTICE SESSION: How to Negotiate With Narcissists and High Conflict Personalities With Rebecca Zung
29 min

In this practice session, Rebecca is back to show us how to negotiate with narcissists and high conflict personalities.


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Coaching for Leaders
Coaching for Leaders
Dave Stachowiak
501: How to Build a Coaching Culture, with Andrea Wanerstrand
Andrea Wanerstrand: Microsoft & International Coach Federation Andrea Wanerstrand is a leadership coach and head of Microsoft Worldwide Learning Coaching Programs. Andrea has 15+ years of international experience in organizations ranging from 50 to over 150,000+ employees. She has a multi-industry background including technology solutions and services, business management consulting, and telecommunications. Andrea’s expertise is in leading the development and management of large-scale global coaching & leadership development programs specializing in customer centric organizations. In addition to leading the global coaching programs at Microsoft, she is an International Coaching Federation (ICF) PCC certified leadership coach, serves as a current Board Member on the ICF Global Board of Directors, and is a Fellow at the Institute of Coaching – Harvard McLean. In this conversation, Andrea and I discuss how the conversation about coaching culture started at Microsoft and how they began to bring this intention into practice. Plus, she shares what worked in designed programs for Microsoft leaders that helped in developing coaching skills and support the success of the entire organization. Key Points In their report on Building a Coaching Culture with Managers and Leadership, the International Coach Federation and Human Capital Institute say: Organizations with a strong coaching culture report recent revenue above their industry peer group (51% of organizations compared to 38% of other responding organizations). Sixty-four percent of respondents in organizations with strong coaching cultures report the presence of all three modalities, compared to 33% of respondents in organizations without strong coaching cultures. Three modalities of coaching: Coaching Services: formal global solutions for engaging with point in time development focused coaching (can leverage internal or external coaches). Coaching Capabilities: in the moment leadership behavior that facilitates empowerment, learning and activates a growth mindset. Coaching Champions: A common framework and approach to create and support a community of leaders/manager as well as internal coaches who are held to common standards and practices fostering coaching capabilities. Resources Mentioned Andrea Wanerstrand Related Episodes How to Improve Your Coaching Skills, with Tom Henschel (episode 190) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Move Coaching from Theory to Practice, with Jason Weeman (episode 493) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
35 min
The Modern Manager: Create and Lead Successful Teams
The Modern Manager: Create and Lead Successful Teams
Mamie Kanfer Stewart
130: Make Your Team Feel Like Family with Dave Schramm
We often refer to close knit or strong company cultures as families. In fact, research shows that lessons from effective family relationships can help us build healthier workplace relationships. Today’s guest is Dave Schramm. Known as “Dr. Dave” on campus and across the country, Dave is a professor and family life extension specialist at Utah State University in the department of Human Development and Family Studies. He studies strong couple and family relationships, and translates his family findings into leadership lessons and improving work cultures. Dave and I talk about the three needs of all humans, how those needs show up at work, the connection between family and a positive workplace experience, how managers can apply lessons of healthy family dynamics to their team, positivity, natural consequences and so much more. Members of The Modern Manager community get Dave’s list of 50 Ideas for an Incredible Workplace which he created by gathering data from the top 346 best places to work. To learn more about membership and to join, go to www.themodernmanager.com/join - become a member before December 31, 2020 and get 1 month free to give to the person of your choosing. Subscribe to the Modern Manager newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: Lessons From Family Life That Strengthen Workplace Culture Check out the bonus series Parenting Your Business where I talk about the lessons I’ve translated from parenting into managing. * PYB 1: Pick Out The Raisins: https://www.themodernmanager.com/episodes/episode/be91d944/pyb-1-pick-out-the-raisins * PYB 2: Banned From The Boat: https://www.themodernmanager.com/episodes/episode/b738b10e/pyb-2-banned-from-the-boat * PYB 3: Halloween Costume Confusion: https://www.themodernmanager.com/episodes/episode/19af9191/pyb-3-halloween-costume-confusion * PYB 4: This Way!: https://www.themodernmanager.com/episodes/episode/e9c23001/pyb-4-this-way * PYB 5: What Happens When You Die?: https://www.themodernmanager.com/episodes/episode/212678f0/pyb-5-what-happens-when-you-die Key Takeaways: * There are three fundamental needs humans have in life that show up in both family and work: safety, satisfaction, and connection. * Safety includes both physical and emotional safety. Physical safety may be a large enough paycheck to pay the bills, while emotional safety involves feeling comfortable enough to speak out without fear of retribution. * A foundation of trust is essential for safety. Ask your employees directly what would give them more of a sense of support, including what they see as meaningful benefits and perks. * Research shows employees become more loyal when they experience kindness from their manager or leader. * All of us are born with a desire to move towards rewards. At work, that translates into professional development opportunities to stretch our talents and move forward. * In the best workplaces, employees have a deep sense that they belong, that they are part of and attached to one other. * According to the Connection/Direction/Correction Pyramid, managers must first build Connection (invest in relationship), then they can give more effective Direction (guidance along with greater autonomy), and that enables the team member to positively intake Correction (constructive feedback). * Connection is created by gratitude and care. When people feel recognized for the work they do, they are 23% more effective. When employees feel valued and cared for, their productivity increases 43%. To help employees feel cared for, connect with them on a personal level by finding out about their lives and enjoy celebrations together. Focus on the positive rather than harping on the negative. * When things go wrong, forgive mistakes swiftly and ask your employees what went wrong and what they could do differently in the future. Praise in public, correct in private. * No one wants to be embarrassed or mocked. In order to ensure emotional safety, discuss problems in private. But make sure to collect all of the information beforehand rather than just reacting. Ask your employees what they thought went wrong and what they could do better next time. * Discuss with your employees beforehand what consequences they would suggest if they make a mistake or drop the ball on a project. People support what they create. KEEP UP WITH DAVE * Website: www.LifeJourneyOn.com * TEDx Talk:https://www.youtube.com/watch?v=Pmz7z4hyM9E * LinkedIn: https://www.linkedin.com/in/drdaveschramm/ www.DrDaveSpeaks.com mamie@mamieks.com
29 min
CFO THOUGHT LEADER
CFO THOUGHT LEADER
Jack Sweeney Speaks to CFOs About Driving Change | Middle Market Media, LLC
In Search of a Culture Metric | Workplace Champions
"Talent has become really important, and you have to remain constantly focused on it—today, I spend around 20% of my time on it." - Ross Tennenbaum, CFO, Avalara CFOTL: What are your priorities for the coming year? Tennenbaum: One is building out our finance and accounting talent to take us to a billion dollars’ worth of revenue and beyond. We’re at close to half a billion of revenue, and we’re looking to go well beyond that. You really need the talent that has experienced a larger scale, knows how to achieve it, and can take you there. So, talent has become really important, and you have to remain constantly focused on it—today, I spend around 20% of my time on it. CFOTL: What does the phrase “workforce culture” mean to you? Tennenbaum: Beginning in my investment banking days, I’ve studied many companies and management teams. I’ve seen teams that were really high-functioning, really strong, great cultures. I’ve also seen management teams and executive teams that were not cohesive. There was a lot of distrust and backstabbing. Each of these scenarios could generate great numbers and be performing well, but I would only want to invest my money in the one that has that trust and has a cohesive team—and where this is really being driven forward in a cultural way. I don’t think that Wall Street really has a view of this. There is really no metric internally—and certainly not externally—that gives this view on culture. But I think that investors are increasingly trying to get this view into talent and culture. Drew Vollero, CFO, Allied Universal When Drew Vollero arrived in the CFO office of security and facilities company Allied Universal in 2018, he understood that the primary constraint to Allied’s future growth remained human capital. Like so many other meaty challenges, Vollero had helped to remedy during his finance career– Allied’s new CFO understood finance must play an active role when it came to optimizing the company’s “employee funnel”. Then Covid 19 arrived - overnight elevating Allied’s hiring hurdle to Vollero’s top of mind status. We recently asked Vollero to explain how the company’s hiring priorities may have been altered due to the pandemic. Vollero: I would say that we hire 3,000 people a week. We see a million resumes a year here at Allied Universal. There's 150 million or so people employed in this country. So, you're talking about a meaningful number of resumes that this company sees. Our ability to hire the right people is really important. How do you do this at scale is really our challenge. Our strategy team has adopted a couple of new tools that helped us do that through the field. We now have an artificial intelligence vehicle that we're testing that will help us identify what are the key metrics when it comes to hiring and what are the key personality traits or key answers that applicants can give us that (signal) they will fit well with our culture, as well as indicate that they might be successful employees. We're also using an automated workflow to really help us get through some of our staffing bottlenecks. Our challenge here today is we may get a resume, but we may not be able to call you for six to eight weeks. Managing that workflow better is very important to us and something that we spend a lot of time studying the employment funnel. How do we find 150,000 of the best employees? We hire based on customer needs. Customers continue to need services and some have used less during the pandemic like the retail channel, or some of the local office buildings, but a lot of customers have asked for more hours. State governments have wanted more hours. Hospitals have wanted more hours. As we manage through the pandemic we've really focused on three important pieces. First, and foremost, we focus on our employees. We've instructed all of our employees to follow the CDC and WHO guidelines, social distancing, very important. … We've supplied over 650,000 cloth masks to employees during that time. We've also been very active with virtual events, hiring people, so lot of kind of drive-through hiring events to practice social distancing, and meet the demand for security services and we still have a significant number of open posts and we've been trying to fill those. The customers, we've got 30,000 customers. And these 30,000 customers have 13,000 different ways that they've attacked this situation. Different customers have done it different ways and we’ve tried to be responsive to their every step. From a financial perspective, obviously during the pandemic, we've been focused on really the liquidity of the company. On the financial side, there's a couple of things that we've been trying to do to make sure that the company can continue to do well and to frame the magnitude, our payroll here is a $100 million a week, and we have to make sure that we have the ability to continue to pay the people who are working hard through this.
39 min
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