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Hear why the best way to get what you're after in a negotiation - sometimes the only way - is to approach the situation the way a detective approaches a crime scene.
Jeff Weiss and Jonathan Hughes of Vantage Partners – a consultancy specializing in corporate negotiations and relationship management – and Major Aram Donigian, an assistant professor at West Point, write about what U.S. soldiers in Afghanistan have learned about the art of managing high-risk, high-stakes situations.
You’ll learn why it’s important to understand and harness the feelings associated with high-stakes deal making.
From two leaders in executive education at Harvard Business School, here are the mental habits and proven strategies you need to achieve outstanding results in any negotiation.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
In an economy driven by ideas and intellectual know-how, top executives recognize the importance of employing smart, highly creative people. But if clever people have one defining characteristic, it's that they do not want to be led. So what is a leader to do?
From the March 2007 issue of Harvard Business Review.
Hear why the best way to get what you're after in a negotiation - sometimes the only way - is to approach the situation the way a detective approaches a crime scene.
Jeff Weiss and Jonathan Hughes of Vantage Partners – a consultancy specializing in corporate negotiations and relationship management – and Major Aram Donigian, an assistant professor at West Point, write about what U.S. soldiers in Afghanistan have learned about the art of managing high-risk, high-stakes situations.
You’ll learn why it’s important to understand and harness the feelings associated with high-stakes deal making.
From two leaders in executive education at Harvard Business School, here are the mental habits and proven strategies you need to achieve outstanding results in any negotiation.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
In an economy driven by ideas and intellectual know-how, top executives recognize the importance of employing smart, highly creative people. But if clever people have one defining characteristic, it's that they do not want to be led. So what is a leader to do?
From the March 2007 issue of Harvard Business Review.
The acting president and CEO of Harvard Management Company writes that fulfillment doesn�t come from clearing hurdles others set for you; it comes from clearing those you set for yourself.
Roger Martin looks beyond the actions of great leaders. He says the lessons we really need to learn come from what goes on in their heads - particularly the way they creatively build on the tensions among conflicting ideas.
Increasing your energy capacity is the best way to get more work done faster and better. From the October 2007 issue of Harvard Business Review.
If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching - yet fuzzy - notions of where they think the company is going. The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership.
Daniel Goleman, codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University, writes about how great leaders have learned to focus their attention in three ways: on themselves, on others, and on the wider world.
This book is intended for people who want to optimize their negotiating skills by using tried and tested negotiation techniques. A number of individuals may assume that negotiating is easy, however, this is not entirely true. Anyone can try to negotiate, but not all people truly succeed in the end. This book will present simple but effective steps in negotiating effectively and successfully.
Imagine how different your life would be if you could avoid getting the worst out of every deal you negotiate in life. You will never quite know how much you have left on the table by lacking the negotiation skills to truly get the most out of your dealings. Whether it's negotiating that pay rise at work, attaining the best price for the house/car, or just simply getting more out of your daily interactions.
Best-selling writer and biographer Walter Isaacson deconstructs the late Apple CEO’s business brilliance.
Stuck in a "win-win versus win-lose" mind-set, most negotiators focus on the face-to-face process at the table. David Lax and James Sebenius urge bargainers to look beyond tactics at the table. Persuasive tactics are only the "first dimension" of the authors' path-breaking approach, developed from their decades of doing deals and analyzing great dealmakers.
Is your company spending too much time on strategy development - with too little to show for it? you listen to nothing else on strategy, you should at least hear these 10 articles.
If you listen to nothing else on leadership, you should at least hear these 10 articles (featuring "What Makes an Effective Executive", by Peter F. Drucker). We've combed through hundreds of Harvard Business Review articles on leadership and selected the most important ones to help you maximize your own and your organization's performance.
A four-part process for defining problems in a way that invites innovative solutions.
The complexities of deal making and how what happens away from the bargaining table can be critical to success.
This article was first published in the November 2012 issue of Harvard Business Review.
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While this covers important ground, it does so at a 30,000 foot level. Too general to convey the power of the principles, let alone to provide practical help to those in the trenches.
Skip this and go directly to the books and you will be much better served.