Start with NO...The Negotiating Tools that the Pros Don't Want You to Know Review

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Start with NO...The Negotiating Tools that the Pros Don't Want You to Know ReviewJim Camp is new to me but will most likely become quite a bright albeit controversial figure in management circles. Mr. Camp's new offering, START WITH NO, specifically debunks the methodology we were all taught in Negotiation 101...achieve "win-win" at all costs. Mr. Camp says NO, with a capital N, to this weak, antiquated negotiating objective.
Mr. Camp introduces his theory, "...I believe win-win is hopelessly misguided as a basis for good negotiating, in business or in your personal life or anywhere else." So begins his treatise encapsulated in contrarian thinking toward negotiations of any type. Win-win, posits Mr. Camp, is an invitation to lose. While conventional tutelage is grounded in give-and-take compromise, Mr. Camp's negotiating foundation begins with giving or taking a No. Empowering an opponent to say No is power, according to Camp.
Mr. Camp quotes the ever-popular negotiating gem, GETTING TO YES, and its basic definition of a "wise agreement." A wise agreement meets the legitimate interests of each side to the extent possible, resolves conflicting interests fairly, is durable, and takes community interests into account. Camp's theory is that compromise is implicit within this definition, perhaps explicit. His question: Why in the world compromise before you're certain you have to?
Mr. Camp offers the reader an indepth view of why saying No is beneficial to a negotiator amongst an abundance of wisdom, tactics and observations from years of negotiation coaching. In the end, Mr. Camp leaves us with "The Thirty-three Rules" of negotiating. A few of these, which fly in the face of the conventional win-win theory:
- Your job is not to be liked. Its to be respected and effective.
- Never enter a negotiation-never make a phone call-without a valid agenda.
- You do not need it. You only want it. {a very key attribute regardless the theoretical camp in which one resides}
- The value of the negotiation increase by multiples as time, energy, money, and emotion are spent.
- "No" is good, "yes" is bad, "maybe" is worse.
- "Our greatest strength is our greatest weakness (Emerson).
All this said, Mr. Camp has presented an extremely cogent view of why win-win is outdated and outmoded. However, there are always situations wherein weakness is the position in which one begins providing a gauntlet of hurdles to clear before reaching the proprietary level of success. Consequently, it is my conclusion that, while Mr. Camp's methods are unorthodox and unconventional, they can be of great assistance to a negotiator who understands that each negotiation has its own set of facts and circumstances. No single negotiation exists in a vacuum.
Commingled utilization of Mr. Camp's methodology along with emotion-neutral theories should prove valuable to the negotiating professional. A good solid read that should be part of any negotiators' library.Start with NO...The Negotiating Tools that the Pros Don't Want You to Know Overview

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CEO Material: How to Be a Leader in Any Organization Review

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CEO Material: How to Be a Leader in Any Organization ReviewThis book from Debra Benton, the New York Times Best Seller author, does a fascinating job of telling us what a CEO is supposed to be, and what is meant by leadership.
Debra is the premier world class executive coach and educator who has created a monumental and real basis to judge CEOs. Her trademark extensive research and intensive fact finding interviews with CEOs and others, insight, and clear and easy to understand writing has made a masterpiece that out does her own previous work.
In my opinion, we are all CEOs of our own lives, therefore CEOs of our work and career. This book helps us regardless of where we stand in the corporate organization charts. It shows us the way up in clear and concise steps. This book empowers us to understand what it is to be a CEO and how to lead at any level of the organization.
You do not have to be a CEO to benefit from this book. This book is written for all of us who are working.
In view of all the negative images of CEOs broadcast in media in 2008-2009, this is a timely and productive insight to tell us what is right and what is not right. It helps CEOs understand and implement highest levels of integrity and profitability as two interdependent processes and procedures.
In fact, the entire media is telling us what a CEO and leadership at any level of organization is not supposed to be. This book single-handedly tells us how to be an outstanding CEO, and more importantly, how to lead. As a senior management consultant in Silicon Valley, CA I found the material in this book to be the authoritative confidence builder that many CEOs, leaders, management, and workers have been looking for to find better success in the work place.
CEO Material: How to Be a Leader in Any Organization Overview

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The Executive and the Elephant: A Leader's Guide for Building Inner Excellence Review

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The Executive and the Elephant: A Leader's Guide for Building Inner Excellence ReviewThis was a fascinating book that I won in a contest on MichaelHyatt.com. Often, when Michael does a book review, he gives away copies of the book to the people who read his blog (another reason to read his blog). The book is a leadership book... but personal leadership, instead of managerial leadership. Leading yourself is the first step to leading others; if you're not good at leading yourself, you won't be good at leading others.
Basically, each person has two "natures" inside of them: one that wants to follow your own base instincts (the inner elephant), and one that makes rationale, reasoned decisions (the inner executive)-see Romans 7:14-25 for a biblical explanation. When we're born, all we do is follow the urges of the inner elephant. As we grow, we can learn to make decisions that will tame the inner elephant, and make us better people. We take hold of the things we should do, and we let our inner executive lead. But what are some concrete things we can do to tame the inner elephant, and let our inner executive take over? Here are a couple of things that I gleaned from this book:
Autosuggestion
We have different voices in our heads telling us different things. For many people, these voices are telling us negative, critical things: "I'm not good enough;" "I'm an inadequate leader;" "I spend too much time on the Internet;" "I'm not good enough for my job;" "I'm a bad father;" "I hate doing this." Richard Daft, the author of the book, suggests that one can replace those pre-suppositions about themselves by using something called autosuggestion. Basically, you intentionally replace those thoughts with what you want to be, and eventually what you say will be your first thought, instead of the negative thoughts. This technique was originally suggested by Emile Coué in his book Self Mastery Through Conscious Autosuggestion. Coué suggested that you repeat the phrase "Each day in every way, I am getting better and better" twenty times before you go to sleep and when you get up. Richard Daft makes other suggestions: "I am loving people more;" "I am slowing down my judgments;" "I am more engaged in school;" "I am becoming more intentional;" or, for me, "I am becoming a better father."
The basic thing that this accomplishes is focuses your intentions. When you are thinking about "getting better and better" every night before you go to bed, and when you get up in the morning, you are more likely to be thinking about this during the day, and actually doing things that make you better and better.
Review your day
This was a good suggestion that I think I will begin to implement: take a few minutes at the end of each day to review the day. What were the highlights of your day? What made you feel good? What did you accomplish? What didn't go well? What discouraged you? What could you make better?
When you take time to review the day, and even write things down, you can identify the things that you do that are elephant-like (that you need to do better), and the things that are executive-like (that you need to encourage and hone). You can even do this with a spouse or accountability partner by asking them to ask you five or ten simple questions at the end of the day, to force you to evaluate how you're doing.
Overall, this book has been a great source of ideas on how to improve the way that I lead myself. There were ideas (especially out of his eastern spirituality background) that I disagreed with, but for the most part, it was an excellent read.The Executive and the Elephant: A Leader's Guide for Building Inner Excellence Overview

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