Definition
Transforms thought into productive
action. Creates successful outcomes by sharing knowledge
and information within the work unit and across
organizational lines. This includes mentoring others,
building relationships key to success by establishing trust,
credibility and rapport with key players and customers.
Uses awareness of the organization (i.e. structure, centers
of authority, decision-making roles) and knowledge of the
different roles and power positions within the organization
to positively affect results. (This competency is closely
tied to global or organizational effectiveness rather than
one-on-one, personal contacts and business relationships as
described under
PERSONAL EFFECTIVENESS cluster family.)
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Behavioral Descriptions
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Proficiency Level 5
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Orchestrates
situations to achieve win-win results.
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Identifies options and alternatives
that are beneficial for all.
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Considers overall impact and results
of negotiations and agreements.
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Enlists "political allies" to
influence situations and people.
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Targets decision makers; builds
support behind the scenes.
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Proficiency Level 4
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Gains mutual
support and buy-in.
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Considers others’ needs to find
agreeable solutions.
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Uses awareness of varying backgrounds
and beliefs in negotiations.
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Influences others through modeling
appropriate behavior.
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Articulates positions that win
acceptance, agreement or behavior change.
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Proficiency Level 3
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Reaches compromise
and consensus.
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Works to resolve issues using give
and take.
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Fosters free and open communication
to reach compromises.
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Works to achieve consensus among all
parties.
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Persuades through appeals to others’
sense of right and wrong.
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Proficiency Level 2
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Accepts one-sided
solutions.
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Issues or problems may be left
unresolved.
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Personal bias or beliefs may have
precedence.
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Doesn't always consider all sides of
an issue. May limit opposing views.
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Persuades through guilt or coercion.
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Proficiency Level 1
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Dictates outcomes.
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Doesn't allow others to tell their
side.
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Doesn't consider other's
point-of-view.
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Enters negotiations with preconceived
solutions.
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Influences through threats, "My way
or the highway".
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Uncooperative.
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Suggested Activities for Development
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Volunteer to negotiate a problem with
a customer.
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Attend an Wyoming Mediation workshop.
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Meet with someone whose negotiating
skills you would classify as win/win. Find out what she
or he does and apply what you learn to similar
situations.
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When preparing for a negotiation,
practice in front of your manager, colleagues, or family
members.
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Do some brainstorming and list a
number of ways that you could act to influence a
situation, then consider which are most likely to be
effective.
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Ask for feedback from people who did
not support an idea or proposal you developed. Find out
what you could have been done to persuade them.
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Videotape yourself participating in a
role-play where you are persuading someone to take
action. Review it and give yourself feedback on your
approach.
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Invite your manager to observe you in a meeting where
you will be negotiating or influencing a group. Ask for
feedback.
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Negotiate a contract with a customer.
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Volunteer to serve as a mediator.
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Volunteer to work on a
cross-functional team.
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Make a presentation to senior
management about providing an innovative product or
service to customers.
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Recommended Courses
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Additional Resource
Books
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Negotiating and Influencing Skills:
The Art of Creating and Claiming Value by B. C. McRae
(Sage Publications, 1998). Subject: negotiation,
influence.
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25 Role Plays for Negotiation Skills
by S. Asherman, I. G. Asherman, & S. V. Asherman (Human
Resource Development Press, 1995). Participants think
and act like negotiation experts.
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Credibility: How Leaders Gain and
Lose It, Why People Demand It by J. M. Kouzes & B.
Posner (Jossey-Bass Publishers, 1993). This is a guide
to help managers understand the fundamental importance
of credibility for building personal and organizational
success, and for fostering trust within work, family and
the community.
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Facilitation Skills for Team Leaders
by C. L. Martin & D. Hackett (Crisp Publications, 1993).
Offers easy-to-understand concepts that will be
immensely helpful to all team leaders. Lead your team
into organized productivity.
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Getting to Yes: Negotiating Agreement
Without Giving In by R. Fisher, W. Ury & B. Patton
(Penguin Books, 1991). This book offers a concise,
step-by-step proven strategy.
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Behavioral-Based Interviewing Questions
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