LEADERSHIP SKILLS
& ESSENTIAL NEGOTIATION

Leadership Skills Needed for
High Performance Organizations

Effective leadership and management: motivation, managerial styles; organizational climate; goal setting and action planning; leading change methodology; simulation, presentation, discussion, case studies, small group work and assessment.

Leadership Case Study:
Transforming the U.S. Marketing and Refining Division of a Major Oil Company

How a major oil company went from last to first in net margin per gallon in the marketing and refining of gasoline in the U.S. How strategic planning, leadership skills, and the use of the "Balanced Scorecard" were fundamental to this success.

Essential Negotiation Skills:
A Process for Positive Results

The essentials of positive negotiation: the process of positive negotiation developed at the Harvard Negotiation Workshop applied to a petroleum case study. The key steps you will take to successful negotiations are:

Step One:

Discover Underlying Interests of the Parties
Underlying motivations, needs and concerns, fears and aspirations, understand your interests, understand the interests of the other side.

Step Two:

Generate Options to a Negotiated Solution
Inventing options to meet underlying interests; option as a possible agreement but not a commitment; obstacles that inhibit the invention of options.

Step Three:

Identify and Use Independent Standards
Making negotiation a joint search for independent standards, use standards to persuade and protect, distinguish which standards are appropriate.

Step Four:

Deal with People Problems
Separate the people from the negotiating problem; use people techniques to solve people problems: acknowledge emotions without blaming, improve communication- listen actively.

Step Five:

Generating Alternatives to a Negotiated Solution
Explore alternatives to the existing negotiated outcome; improve the terms of the negotiations; have an alternative solution in your “back pocket”; enhance the confidence of the negotiating process.

Step Six:

Reaching Closure
Think about closure before you begin negotiations, move toward closure gradually as negotiations proceed; start with a framework for agreement; only agree to everything at the end.