Know when to let an argument go

Sometimes the best solution to workplace conflict is just to leave it alone. If you’re deciding whether or not to raise an issue, first ask yourself: Am I too emotional right now? Heightened emotions make it tough to productively discuss the issue — and they can escalate the conflict if hurtful words slip out. Then ask: Can we even reach a resolution? If you don’t think a conversation will change anything — e.g., if your colleague is stuck in his ways or if the damage is already done — it’s better to let it go. Do what you can to end the conversation or postpone it: “I’m not ready to have this talk right now. Let me clear my head outside, and maybe we can talk tomorrow.”

(Adapted from When and How to Let a Conflict Go, by Jeanne Brett)

Not be afraid to negotiate with the powerful

It can be daunting to ask your boss for a new assignment or to try to land a deal with a major client. But you can succeed if you approach the negotiation in the right way. Don’t let fear of the competition cloud your judgment. Often, if other candidates are being interviewed or six vendors are vying for the contract, we’re tempted to lower our demands. Don’t decrease your value — think about the skills and expertise you bring to the table that others do not. To conquer your fear, the most important thing is to be well-prepared. Make a list of what you want from the negotiation and why, and then study your counterpart’s motivations, obstacles and goals, so you can brainstorm creative solutions that will work for both of you. Find data to help you make your case, and build trust by listening and asking questions.

(Adapted from How to Negotiate With Someone More Powerful Than You, by Carolyn O’Hara)

Make meetings more productive

We’re spending too much precious work time attending unproductive meetings. For most executives, meetings take up at least 20 hours every week. One meeting spawns another, and on it goes. Here are three ways to prevent meeting bloat:

Keep the invitee list to seven. The Rule of 7 states that every attendee over seven reduces the likelihood of making a good, quick, executable decision by 10pc. So once you hit 16 to 17, your decision effectiveness is basically zero.

Make most meetings under an hour. Most of us schedule 60-minute meetings by default. Every additional minute generates more cost, so try blocking off shorter amounts of time that can be spent more productively. Can you get through your agenda in 30 or 45 minutes instead?

Use longer meetings sparingly. Create (and enforce) a new rule: Any meetings scheduled to be 90 minutes or longer need senior approval.

(Adapted from Yes, You Can Make Meetings More Productive, by Michael C. Mankins)

To get what you want

When you’re beginning an intense negotiation, building trust early is important: It makes the work of aligning both interests easier (and makes the person across the table more likely to honour his commitments). You can establish trust by creating a sense of similarity between the two of you — feeling alike is one of the mind’s basic mechanisms for determining loyalty. So the next time you’re negotiating, find and emphasise something — anything — that will help your counterpart notice the link between you two. Do you root for the same sports team? Did you have similar first jobs? Are you both juggling work and a family? That sense of affiliation makes him more willing to cooperate and find a solution that works for everyone.

(Adapted from The Simplest Way to Build Trust, by David DeSteno)

Make room for your team in your plan

Investors evaluating a business plan often start by reading the who-is-involved section. So making an effort to introduce your management team is just as important as describing the venture, the competition and the financials. Include everyone’s resumes in the attachments portion, and use the bio section to highlight where your team members have worked before and how previous projects relate to the new business. Share any special skills they bring to the table. Show that they’re capable of recognising risks, responding to problems and making hard decisions. Investors will want to know how committed they are, so communicate what motivates each team member. Then you can present the team as a unit — affirm its strengths, acknowledge its weaknesses and explain its management philosophy.

(Adapted from Creating Business Plans, (20-Minute Manager series)

Published in Dawn, Economic & Business, September 1st, 2014