Business Negotiation February 17, 2016

Performance Must be Measured

It is not enough for two department heads to agree on a budget allocation or a new procedure for alleviating a problem. Another matter that often arises to impact relationships is the parties’ unwillingness or inability to define and settle how performance will be measured. When two negotiators fail to agree on this issue at the table, resolution later will be far more difficult.

In that respect I recall a negotiation that took place years ago. The 300-person purchasing department of a large corporation was moving from one building to another two miles away. Bids for moving were obtained from outside sources and the company’s own moving operation. The company’s own moving department’s proposal was lower than the outside sources. Negotiations between the purchasing manager and manager of the in-company moving operation went smoothly and an agreement was reached regarding the final price, what was to be moved and the timing of the project. All moving was to take place over the weekend and be done by 5 A.M. Monday morning.

On that Monday morning when the purchasing staff reported to work in the new building they found their offices a mess. Litter was everywhere: empty paint cans and brushes on the floors, wall construction materials in piles, heavy layers of dust on everything, and corrugated boxes, full and empty, strewn about.

A hasty conference was called between the purchasing manager and the in-company moving manager. Purchasing soon learned that in the moving business the word “done” with respect to performance means moving what is to be moved, when and where it is directed by the customer. “Done” does not necessarily include cleanup unless clearly stipulated in the contract and defined precisely in terms of what, when and who will do the work. It took purchasing days of delay, painful effort and added cost to do what they assumed would be done for them.

The cleaning disaster taught the purchasing manager a lesson he should already have known. When dealing with others in your own organization, or elsewhere, the rule is clear: always define the scope of work to be performed, who will do it and how it is to be measured. Precision in the use of words is crucial.

THE PROGRAM WAS GREAT! MY SEMINAR LEADER AND THE STRUCTURE OF THE COURSE KEPT ME CONSTANTLY STIMULATED. I NOW AM BETTER PREPARED TO GO INTO AN IMPORTANT NEGOTIATION MEETING AND STAY IN CONTROL, WHILE FINISHING THE MEETING SATISFIED.

Deanna D.
CASE MANAGER at THE JACKSON LABORATORY

IF YOU HAVE THE TRAINING BUDGET AND TWO DAYS TO SPARE, YOU'LL STRUGGLE TO FIND A PROGRAM MORE FAR-REACHING, ON-POINT, AND INSTANTLY IMPLEMENTABLE.

Jeff G.
BUSINESS DEVELOPMENT MANAGER at THE M.K. MORSE COMPANY

EXCELLENT COURSE, BRINGS MORE CONFIDENCE IN MY ABILITY TO NEGOTIATE. I THINK THIS COURSE IS A MUST FOR ALL EMPLOYEES WHO DEAL WITH CUSTOMERS.

John S.
CHIEF ENGINEERING MANAGER at EXXONMOBIL

THIS WAS VERY EFFECTIVE WITH A STRONG FOCUS ON BOTH-WIN NEGOTIATING.

Kathleen L.
SENIOR ANALYST at BLUE CROSS/BLUE SHIELD OF MICHIGAN

THE KARRASS CLASS WAS THE SINGLE BEST TRAINING CLASS/SEMINAR I HAVE EVER ATTENDED. EVERY TIME WE DID AN EXERCISE IT TAUGHT YOU WHAT TO DO DIFFERENTLY NEXT TIME. THANKS.

Kim C.
PROCUREMENT at AMERICAN EXPRESS

THIS PROGRAM HAS GREATLY INCREASED MY CONFIDENCE AND ABILITY TO NEGOTIATE FOR MYSELF AS WELL AS MY COMPANY.

LaDonna E.
SENIOR STRATEGIC BUYER at HALLMARK

THE NEGOTIATING CLASS WAS VERY INFORMATIVE. THE INSTRUCTOR PROVIDED AN INSPIRATIONAL MESSAGE THAT CAN BE APPLIED TO EVERYDAY LIFE.

Mary S.
INTERNATIONAL SOURCING at FMC TECHNOLOGIES

WE NEGOTIATE EVERY DAY OF OUR LIVES, BOTH PERSONALLY AND PROFESSIONALLY. THIS COURSE DEFINES THE PROCESS AND PROVIDES TECHNIQUES TO ACHIEVE SUCCESSFUL RESULTS.

Phillip H.
VICE PRESIDENT at GE

PRIOR TO THIS CLASS I FELT AS THOUGH I WAS GETTING EATEN ALIVE BY INTERNAL NEGOTIATIONS WITH SALES REPS. NOW I FEEL PREPARED TO CHALLENGE WHAT THEY ARE SAYING AND BET TO THEIR REAL NEEDS.

Steve Q.
PLANNER at HONEYWELL

MANY PEOPLE FAIL TO ACHIEVE THEIR POTENTIAL BECAUSE THEY DON’T SEE THE OPPORTUNITIES TO NEGOTIATE A WIN/WIN AGREEMENT WITH THEIR COLLEAGUES. THIS CLASS IS AN EYE OPENER TO THIS DYNAMIC..

Stuart B.
CONTRACTS MANAGER at HEWLETT-PACKARD
Contact US
[email protected][email protected]+1 323 866-3800
SEMINARS
About Us
AboutDR. CHESTER KARRASSGARY KARRASSFAQGLOSSARYPRIVACY POLICYBLOG
QUICK LINKS