Shaping the Game: The New Leader's Guide to Effective Negotiating

Overview


Michael H. Watkins' best-selling book The First 90 Days has become the business bible for accelerating leadership transitions. Now, Watkins zeroes in on the most critical skill leaders must master to secure new roles and accelerate their transitions: negotiation. In Shaping the Game: The New Leader's Guide to Effective Negotiating, Watkins draws from extensive research and practical consulting work to reveal four fundamental objectives that should guide new leaders' actions in every negotiation they undertake: ...
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Overview


Michael H. Watkins' best-selling book The First 90 Days has become the business bible for accelerating leadership transitions. Now, Watkins zeroes in on the most critical skill leaders must master to secure new roles and accelerate their transitions: negotiation. In Shaping the Game: The New Leader's Guide to Effective Negotiating, Watkins draws from extensive research and practical consulting work to reveal four fundamental objectives that should guide new leaders' actions in every negotiation they undertake: create the most possible value, capture that value for yourself and your company, carefully tend to key relationships, and preserve your reputation. Watkins lays out hands-on strategies for becoming a world-class negotiator, including how to match your negotiation strategy to the situation, influence the perspectives of key counterparts, shape negotiation outcomes in your favor, and create the learning discipline necessary to become a world-class negotiator. Navigating the myriad complex, high-stakes negotiating challenges that confront new leaders, this book provides all the tools readers need to make the right moves up the career ladder—and succeed in those roles once they get there.
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Product Details

  • ISBN-13: 9781422102527
  • Publisher: Harvard Business Review Press
  • Publication date: 7/10/2006
  • Edition description: 1ST
  • Pages: 196
  • Sales rank: 1,032,489
  • Product dimensions: 5.60 (w) x 8.40 (h) x 0.90 (d)

Meet the Author


Michael D. Watkins is a Professor of Practice at INSEAD and founder of Genesis Advisers, a leadership and strategy consultancy.
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Table of Contents

1 Understand terms and conditions 15
2 Negotiate strategically 43
3 Match strategy to situation 57
4 Plan to learn and influence 97
5 Shape the game 123
6 Organize to improve 153
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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted November 23, 2006

    Very useful strategic guide to negotiating -- and leading.

    This excellent guide to negotiation is concise, highly readable and eminently practical. Author Michael Watkins simply and clearly outlines the essentials every negotiator must know. More importantly, he situates negotiation where it belongs - at the very center of every leader¿s required set of skills. He duly notes that negotiations differ in many ways, and that a negotiator needs to adapt a strategic approach to each situation and context. Where appropriate, he draws on the work of other writers about negotiation, sometimes correcting their broad generalizations and oversimplifications. He illustrates his advice about negotiation with the story of Paul, an executive whose career exposes him to various negotiating situations requiring a range of skills. This tactic could be hackneyed or hokey, but in Watkin¿s hands, it works well. We highly recommend this book as an excellent tool for honing your negotiation and leadership skills.

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  • Anonymous

    Posted August 9, 2006

    Great new template for negotiation

    For years 'Getting to Yes' has been the standard introduction to negotiation. Frankly, the one-size-fits-all approach and win-win optimism of the book has gotten tired. Mike Watkin's 'Shaping the Game' is the antidote. Watkins's focus is the need to both create value and capture value. He argues that you have to shift your style accordingly to circumstances -- sometimes on creating value, sometimes on capturing it. Sometimes you focus on interests and sometimes on positions. Sometimes you negotiate a transaction and sometimes you negotiate a relationship. They key is to know when to do what. After providing an introduction to diagnosing negotiations in terms of structure and process, Watkins outlines a framework for developing negotiating strategies based on identifying what you need to do (1) before you get to the negotiating table and (2) once you get there. He also highlights the importance of not just playing the negotiating games the way others have defined them, but also focusing on 'shaping the game.' He rightly stresses that much is won and lost in the setup of negotiations, before you even get to the table. The rest of the book lays out key elements of his approach: * Match Strategy to Situation - Figure out what type of negotiation you are involved in and prepare for it accordingly. * Plan to Learn and Influence - Engage with the other side 'at the table' in ways that both help you to learn about their positions and interests and that influence them. * Shape the Game - Focus on influencing basic setup of negotiations, such as who you negotiate with and what the issues are and what alliances you build, in ways that help you to create and capture value. * Organize to Improve - Make sure to learn from evey negotiation you do and also to strengthen the negotiation capabilities of your organization. The last chapter provides some particularly helpful advice about how to become a better negotiator. It also will help anyone who runs an organization where people negotiate on a regular basis. While nominally written for people taking new jobs, it's useful for anyone who negotiates in organizations.

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