Strong People Skills Are Essential to Negotiation Success

Negotiation is at the heart of a business. Winning customers, building partnerships, and securing vendors are all negotiation processes. The skills required to negotiate successfully are complex: inter-personal communication, sales skills, a bit of analytical psychology, assertiveness, and conflict resolution. In short, for a company to do well, the lead negotiator must like people and know how to deal with many different types of people.

The Critical Role of Corporate Culture

 

Last week I showed a graphic that at its center had the words “the critical role of corporate culture.” Entrepreneurs need to grasp those words as the very core of the formation and development of their new business. You have a unique opportunity to build the culture you want, to build your team and the values you want your entire team to share.  The company will develop its own culture if you do nothing, so it is better to intentionally form it and nurture it.

Real Power and Influence

One of my Intel colleagues, a Harvard MBA told me a story of HBS students eager to take John Kotter‘s leadership class, at the time called “Power & Influence.”  The students thought that Kotter’s course would teach them how to become calculating and ruthless. He amusingly remembered that Kotter’s course taught them the exact opposite: managers must first learn to be humble, connect and gain the respect of their colleagues and subordinates, before attempting to lead, or they would be doomed.  Kotter’s book of the same name is filled with case studies of “ruthless” people who failed and those with humility who succeeded.

Mayo615 Has A New Look

Welcome To Mayo615’s New Look

I decided it was time to update the website with a new look. Most importantly, The Mayo615 site now supports Google’s AMP (Accelerated Mobile Pages), an open source initiative, enabling pages to display quickly and optimally on mobile devices. Have a browse and leave me a comment on what you think.

Mayo615’s French Odyssey Week 2: Networking Tips

Welcome to a bonus Week 2 Update of Mayo615’s Odyssey to France.

I want to talk a bit about networking with new acquaintances or renewing old contacts.  Networking is often dreaded because it sounds like being disingenuous or insincere. Good networking is genuine and sincere. I made the point in Week 1 that communication skills are crucial, and they can be learned. Warren Buffett has said that “public speaking” is the most important skill he ever learned.  So let’s discuss a few ideas on how to make networking less stressful and more successful.  In this video, I will list three key things to remember when networking and expand on why they are so important. My UBC Management students will remember this from my Management Communication course.

 

Mayo615’s Odyssey to France: Week 1 Update

Welcome to Mayo615’s Odyssey to France and the first of our Tuesday weekly updates

We invite you to subscribe to our YouTube Channel and to follow our weekly updates

In this Week One update we will focus on my first Big Idea, and how I achieved it.  I will also discuss my three most important key takeaways from that experience. We hope that you find this video helpful in achieving your own Big Ideas and goals. So here we go.

Management Communication: How Not To Embarrass Yourself

Some years ago, the British comedian and Monty Python member, John Cleese participated in a series of sales and management training videos. To this day, I still laugh remembering one of them, “How Not to Exhibit Yourself.” There are other videos in this series, all of which remain very relevant. “How Not to Exhibit Yourself” focuses on trade show behavior and particularly how to effectively connect with potential customers, but in my mind, the humorous lessons offered by Cleese could just as easily apply to networking with people in general. This further caused me to recall an equally relevant and recent Wall Street Journal essay, “Networking for Actual Human Beings.” My key point is that in whatever field you work, your ability and skill in relating to people and communicating effectively will be crucial to your success.

My UBC Management students and graduates know the importance I place on interpersonal and public speaking in management, and particularly also in engineering and entrepreneurial roles. I like to repeat Warren Buffett’s endorsement of public speaking as the most important skill he learned as a young man. No matter what you do, you will need to be able to clearly, comfortably and effectively communicate the ideas or projects you are promoting in order to succeed in life. Yet you may not know that speaking with others is the most difficult and intimidating thing for most people.

People I talk with often tell me how much they hate networking or simply meeting new people. The truth is, deep down, so do I and many other people. Recent research has shown that people feel that explicit business networking makes them feel as if they are insincere or manipulative. The result is that much networking is unsuccessful, and people will naturally gravitate to speaking with people they already know. I often convince myself that I have an excuse to not attend a networking event or to meet a new contact.

I have some recommendations on how I overcome these issues:

Persevere. Just Do It! This is the hardest part. I am at my core an introvert. Invariably I do not want to go, but force myself to go, even telling myself that I will find an excuse to leave early. Rationalize however you want, but do it. In my case, after the encounter, I surprise myself with the results. Suggestions to avoid networking events altogether and to focus on people you already know may make you feel more comfortable, but you will not grow in your self-confidence. You can still devote time to renewing your existing connections which will become even easier and productive.

Begin by going off topic. Be conversational not business focused. Think of some topic bound to be of conversational interest. Literally, avoid discussing business or the other person’s details. Before you enter the event, take some time to think of some conversation starters unrelated to all the obvious “groaners”: your job, goals, education or the other person’s details. This is also a crucial key to successful public speaking. What is your opener to grab the audience, one person or many? “Did you see that post today by Larry Page on Internet privacy?”

Let the conversation evolve organically. Don’t force it. Just enjoy the moment, and if the person opens up to you, you can seamlessly move into direct business. If not, you may still have made a new friend.

Whatever you do, be yourself. Be candid. You will feel better about yourself in the process. It may not always work, but if the person doesn’t appreciate your openness and honesty, you have just saved yourself a lot of valuable time.

Know that not every encounter will work. That’s normal, inevitable and perfectly OK. However, if you do suck it up and try novel new approaches to speaking with people and building their interest and trust, you will improve your success, and success breeds success.

I don’t agree with all the points in the following Wall Street Journal essay, but I accept that there are other points of view on the tough topic of fear of networking and public speaking, and some of the discussion below may be helpful to you.

Source: Networking for Actual Human Beings – WSJ

Engineer Into The Workforce

Presentation given to today, to the UBC School of Engineering Capstone course

Engineer Into The Workforce from David Mayes

Trump, Brexit And The Rise of Populism

The Rise of Populism and Cultural Politics: A Reaction to Globalization

The Decline of Economics As the Pivotal Issue of Politics

We are witnessing an extraordinary global upheaval, the outcome of which seems very uncertain at best. In my view, it is a populist reaction to globalization, and a dramatic shift in politics around the World, from economic issues to cultural issues.  I see globalization as ultimately an inevitable evolution of human culture, but which by its very nature and the acceleration in the pace of change with the World Wide Web, is fomenting unrest and reaction. Marshall McLuhan, the great Canadian visionary correctly predicted the rise of the “global village” in the 1960’s.  But neither McLuhan nor we foresaw the backlash against the Internet, efforts by China, Russia, Turkey and other countries to block free access to the Internet and simultaneously the rise of xenophobia, racism and economic protectionism. The global economy also has essentially stagnated since the Global Financial Meltdown. This has been a warning of greater issues rising up around the World. Xenophobia, racism, gender issues, freedom of expression, environmentalism, and terrorism have displaced economics as the top political issues. How this all plays out in the “global village” is anyone’s guess, but it is also important to remember the lesson of King Canute, who insisted he could stop the waves.

Backlash Against Marshall McLuhan’s “Global Village” Unlikely To Stop The Waves

I am sharing here a seminal editorial on this issue by Fareed Zakaria, of CNN GPS, perhaps the best media program on international politics. Zakaria cites the recent study by Richard Inglehart and Pippa Norris at the Harvard Kennedy School of Government, which supports the ideas expressed here. I have also provided a link to the Harvard study.

WHY WE ARE ALL DEPLORABLES NOW

Posted by Fareed Zakaria on September 15, 2016

By Fareed Zakaria
Thursday, September 15, 2016, The Washington Post

Source: Why we are all deplorables now

Whether you put them in a basket or not, the question of this election is: Who are Donald Trump’s supporters? One way to answer that question is to widen its scope beyond the United States. Trump is part of a broad populist trend running across the Western world. Over the past few decades, we have seen the rise of populism — both left- and right-wing — from Sweden to Greece, Denmark to Hungary. In each place, the discussion tends to focus on forces that are particular to each country and its political landscape. But it’s happening in so many countries with so many different political systems, cultures and histories that there must be some common causes.

Harvard Kennedy School of Government Study

While populism is widespread in the West, it is largely absent in Asia, even in the advanced economies of Japan and South Korea. It is actually in retreat in Latin America, where left-wing populists in Venezuela, Argentina and Bolivia ran their countries into the ground over the past decade. But in Europe, we have seen a steady and strong rise in populism almost everywhere. In an important research paper for Harvard’s Kennedy School of Government, Ronald Inglehart and Pippa Norris calculate that European populist parties of the right and left have gone from 6.7 percent and 2.4 percent of the vote in the 1960s, respectively, to 13.4 percent and 12.7 percent in the 2010s.

Read More:Trump, Brexit and the rise of Populism, Inglehart and Norris, Harvard Kennedy School of Government

The most striking finding of the paper, which points to a fundamental cause of this rise of populism, is the decline of economics as the pivot of politics. The way we think about politics today is still shaped by the basic 20th-century left-right divide. Left-wing parties advocated increased government spending, a larger welfare state and regulations on business. Right-wing parties wanted limited government, fewer safety nets and more laissez-faire policies. Voting patterns reinforced this ideological divide, with the working class voting for the left and the middle and upper classes for the right.

Inglehart and Norris note that the old voting patterns have been waning for decades. “By the 1980s,” they write, “class voting had fallen to the lowest levels ever recorded in Britain, France, Sweden, and West Germany. . . . In the U.S., it had fallen so low [by the 1990s] that there was virtually no room for further decline.” Today, an American’s economic status is a far worse predictor of voting preferences than, say, his or her views on same-sex marriage. The authors also analyzed party platforms in recent decades and found that, since the 1980s, economic issues have become less important. Non-economic issues — social, environmental — have greatly increased in importance.

I wonder whether this is partly because left and right have converged more than ever on economic policy. In the 1960s, the difference between the two sides was vast. The left wanted to nationalize industries; the right wanted to privatize pensions and health care. While politicians on the right continue to make the laissez-faire case, it is largely theoretical. In power, conservatives have accommodated themselves to the mixed economy as liberals have to market forces. The difference between Tony Blair’s policies and David Cameron’s was real but historically marginal.

This period, from the 1970s to today, also coincided with a slowdown in economic growth across the Western world. And in the past two decades, there has been an increasing sense that economic policy cannot do much to fundamentally reverse this slowdown. Voters have noticed that, whether it’s tax cuts, reforms or stimulus plans, public policy seems less powerful in the face of larger forces. As economics declined as the central force defining politics, its place was taken by a grab bag of issues that could be described as “culture.” It began, as Inglehart and Norris note, with young people in the 1960s embracing a post-materialist politics — self-expression, gender, race, environmentalism. This trend then generated a backlash from older voters, particularly men, seeking to reaffirm the values they grew up with. The key to Trump’s success in the Republican primaries was to realize that while the conservative establishment preached the gospel of free trade, low taxes, deregulation and entitlement reform, conservative voters were moved by very different appeals — on immigration, security and identity.

This is the new landscape of politics, and it explains why partisanship is so high, rhetoric so shrill and compromise seemingly impossible. You could split the difference on economics — money, after all, can always be divided. But how do you compromise on the core issue of identity? Each side today holds deeply to a vision of America and believes genuinely that what its opponents want is not just misguided but, well, deplorable.

(c) 2016, Washington Post Writers Group

Six Ways To Make The Most Of Your Internship

I ran across this recent HBR article and thought it would be helpful for management students contemplating an internship or co-op employment as part of their degree program. Such programs are a highly valuable way to gain experience, and to find career-focused employment. This is particularly true in this challenging employment market.  I would even go so far as to suggest that it may even be a workable strategy for recent graduates still searching for that opportunity that will kick start their careers.  Get an informational interview and make them an offer they can’t refuse.

READ MORE:  6 ways to make the most of your internship

Reblogged from The Harvard Business Review

July 11, 2016, Vincent Tsui for HBR

Around 75% of college students, at some point, work in an internship. These experiences can be tremendously valuable, providing young workers the opportunity to build skills for their resumes and meet people who are working in their preferred industry. Increasingly, they are the likeliest route to full-time employment and are even offered year-round rather than only during summer months. But they can also be difficult adjustments for young people who have little to no experience in professional offices. It can be hard for someone to stand out and make the right impression during a three-month stint spent adapting to such a new environment.

How can interns learn what they need to know, impress those they work for, and secure a job recommendation or full-time offer in such a brief period of time? I consulted 20 professionals who have worked with or supervised interns in higher education, business, law, and non-profits, and compiled the most valuable advice for interns from their stories, my own observations, and management literature. This advice won’t cover everything, but it does offer a starting point for interns.

Start with relentless punctuality. Show up on time (or early) in the morning, arrive for meetings before they begin, and complete tasks by their deadlines. When I asked professional contacts for their advice to interns, they consistently listed punctuality as a critical success factor. Ryan, an executive in a municipal government, says, “Always be on time. Summer internships are for a short, defined period of time, so give it 100%. Be willing to get to the office early and stay late.” As an intern, you are both a guest in a new environment and a colleague on whom others must rely — make sure that you respect those colleagues by being on time.

Complete each task with excellence. Whether an assignment is mundane or exotic, pursue it with relentless drive and a determination to exceed. If you’re asked to make coffee, make the best coffee your colleagues have ever had. If you’re asked to make an Excel model, over-invest your time and effort in assuring it’s right, aesthetically appealing, and thorough. Amy, a food and beverage executive puts it this way, “Finish the assignment or project with excellence — anything else you do is a bonus, but please start with the assignment given.” Even if the project seems small or unimportant, do not give in to the temptation to complete it with anything less than your best, and don’t decline a project just because it doesn’t interest you. Katie, a tech industry executive cautions to “[never] say no to small opportunities because [they don’t] fit your idea of work.” Repeated, enthusiastic, and excellent delivery of assigned tasks is the building block upon which everything else in your internship will rest.

Take on more work — without being asked. Use excess time to take on new and important work, assignments others don’t want, or projects that are needed but not yet clearly defined. A nonprofit healthcare executive counsels, “When you see something you can do, do it.” I still remember the names of interns I’ve worked with who never let themselves sit idle and took on new projects with little or no guidance. Gary, a finance executive, told me, “Sitting at the desk checking your most recent Twitter feed while you wait for someone to give you something to do is one of the best ways to not get an invite back.” Deliver what no one is expecting — or what no one else is willing to do — and you’ll not only be appreciated, but remembered.

Be resourceful. Research a topic thoroughly before asking a full-time colleague or manager for help, and take the time to reflect and come up with your own insight or solution before consulting others when you uncover a problem. Amy, the food and beverage executive above, recommends, “Look for the resources you need on the internal websites or ask other interns before [asking] your coach.” She notes that it’s a mistake to “ask too many questions that show you didn’t even try to look for the answer yourself.” It’s critical that your colleagues view you as someone who is resourceful and independent enough to bring something new to the table instead of just stopping every time there is a bump in the road.

Ask questions — good ones. The hallmark of an intellectually curious, diligent colleague is the quality of his or her questions. Renowned management thinker Clay Christensen recommends spending time formulating the right questions. Ben, a management consultant, agrees: “Think — in advance — of questions to ask. If you are meeting with a peer or superior, think of thoughtful questions you can ask to demonstrate you’ve prepared for the meeting and respect her time.” If you’re in a meeting with senior colleagues, think less about your answers to their questions and more about what you see missing — the questions no one else is asking. When you hear someone ask a great, conversation-altering question, write it down and reflect on what made it so special. And, as a rule of thumb, make sure you ask one or more authentic questions in every meeting you attend. Following this advice will hone your ability to ask questions that lead to real insight and will ingrain in you the essential habit of intellectual curiosity.

Build professional relationships. Internships usually last only a few months, and in that context, it’s easy to either focus solely on your work or to make connections only with the other interns working around you. But forming broad, deep relationships within your team and throughout the organization can help you manage your current responsibilities while also boosting personal development. You’ll also make yourself more memorable to those around you and create a network of contacts to reach out to when you’re ready to find your next job. Invite colleagues to lunch. Ask them questions ininformational interviews. Offer to help where you can. Observe the great relationship-builders in your firm and learn from them.

Internships are hard work. And doing only what’s expected of you isn’t enough to be noticed. You need to go above and beyond, from arriving on time to doing exemplary work, and make the most of your time in the organization.