Start a negotiation off the right way

When sitting down to a negotiation, many wait to see if the other person is going to make the first move. Instead of sitting back, lead the way. Start the conversation by establishing how you two will work together. Rather than presenting demands right out of the gate and waiting for a reaction, show that you’re eager to hear your counterpart’s position. Ask about her interests and listen. Repeat what you’ve heard so she knows you understand. Share information yourself. Whenever you suggest an option, explain your reasoning — without giving a speech — and give her time to absorb and respond. If, on the other hand, your counterpart takes charge first, in a way that you feel is unhelpful (by tossing out a position or making a subtle threat), there’s no need to follow. Suggest a different approach that would be more beneficial.

(Adapted from the HBR Guide to Negotiating, by Jeff Weiss)

Engage employees by sharing your financials

Why are owners more engaged in the business? It’s not just because they’re in charge; it’s because they’re players in the game — they know the rules, they make decisions and they watch the numbers (e.g., the score). So if you can make employees think and act like owners — or feel like they’re part of a team rather than spectators on the sidelines — it’s more likely that they will be engaged. And there’s a surprisingly simple way to do this: Share some key financial numbers. If you can make the economics of your business come alive, people will begin to pay attention to what’s working and what isn’t. If you give them enough context about financial goals, they may even be able to spot opportunities an owner might not notice. And it may help to tie incentive compensation to financial improvement, so that employees see a payoff as well.

(Adapted from Share Your Financials to Engage Employees, by Bill Fotsch and John Case)

Delegate your email to a trusted assistant

An assistant can reduce the burden of email in ways automated systems and inbox filters can’t. He can review messages, reply to calendar requests and ensure top-priority emails get answered right away. Before you delegate your email, ask: How much skill and discretion can you expect? What kind of relationship do you have with this person? You should trust his judgment about priorities and comfort with coming across personal emails. Then find a system. Technological solutions mean you don’t have to share your password, or every single message you get. Make sure to specify whether your assistant will reply to emails as you. Draft template replies he can use. Agree on when and how often the person will review your inbox. And systematise folders and labeling, so it’s easier for the assistant to flag email that you should personally read and handle — and vice versa.

(Adapted from How to Delegate Your Email to an Assistant, by Alexandra Samuel)

Include salaries in your job descriptions

If your rate of hiring isn’t where you want it to be, maybe it’s time to rethink your recruiting strategy — and what mistakes you might be making. A common one is excluding salary ranges from job descriptions. Many employers don’t mention pay in job listings because they want the upper hand in salary negotiations or they’re worried about internal politics. But if you make the salary known, you’ll gain a leg up over your competitors who don’t. Transparency can be a huge advantage — especially if your company is offering compensation packages at or above the market rate. Job seekers are more likely to apply when they see a salary range listed. The disclosure also signals that your company is willing to engage in dialogue.

(Adapted from 7 Reasons Your Company Can’t Hire, by Brent Rasmussen)

Resolve a tiff with boss

The relationship with your manager is key to your happiness at work. If you’ve accidentally made your boss angry, don’t try to hide from him. Take the lead and resolve the problem. Here’s how:

Don’t retreat. Resist the urge to avoid your boss or sweep the conflict under the rug. That will only build up tension. When you’re feeling calm and rational, go see your boss to clear the air.

Get input. Talk the situation over with a trusted friend or colleague to get perspective.

Own the mistake and offer a solution. Even if it’s not entirely your fault, your boss will appreciate you taking responsibility for your part in it, and trying to resolve it.

(Adapted from Don’t Hide When Your Boss Is Mad at You, by Karen Dillon)

Published in Dawn, Economic & Business, September 22nd, 2014