Module IV Creating an Appropriate Relationship with Stakeholders

Module IV – Creating an Appropriate Relationship with Stakeholders & the Art of Negotiation Executive Leadership Program Instructor Name Agency

Module Introduction

Learning Objectives § Upon completion of the session, you will be able to: § Build strong and appropriate relationships with key stakeholders with often different and competing mandates § Develop and implement successful strategies for dealing with the media § Build your own toolkit considering how learnings will be used in your work going forward

Learning Objectives § Upon completion of the session, you will be able to: § Define and respect the respective roles and responsibilities of board and staff to ensure appropriate boundaries are maintained § Utilize key tips and tactics for negotiating as a regulator amidst differences in perspectives and motivation

Module Map Creating an Appropriate Relationship with Stakeholders & the Art of Negotiation Create an Appropriate Relationship with Stakeholders Appropriate Roles and Relationships between Staff and Board Members Build and Maintain Relationships with Elected Officials The Art of Negotiation

Create an Appropriate Relationship with Stakeholders

Know Your Audience and Identify Stakeholders § Members of the profession § Government Officials § Professional advocacy associations/groups § The public § The media § Others

Small Group Breakout § A challenge that arose in dealing with a stakeholder § Nature of the challenge? § How was it resolved? § What could have been done differently? § Lessons

Members of the Profession § Wants vs. Needs § Balancing Differences § “Selling” unpopular or unpalatable concepts § Achieving member support

Government Officials § Perceptions § Credibility and Transparency § Mutual Benefit § Avoid Overpromising

Professional Advocacy Associations/Groups § Differences in Mandates § Common Goals § Mutual Respect § Maintain Firm Position

The Public § Credibility § Criticality of Public Support § Assure positions are grounded in public interest

The Media § An opportunity and a challenge! § Opportunities § Challenges § Maintain as Allies § Steadfast Key Messages

Other Stakeholders § Related Professions § Turf Issues § Workable Alternatives § Common Interests/Concerns § Support and Consultation

Stakeholder Summary § Differences make an organization stronger § Seek and build on areas of commonality § Maintain “fine line” § Training § Never quote Legislation unless it is in front of you § Know what can be shared, and with whom

Appropriate Roles and Relationships between Staff and Board Members

Generally Recognized Roles of Board Members § Board Governance § Vision and leadership § Oversite of board staff activities § Establish priorities and allocate resources § Create formal policies § Ensure mandate/mission appropriately fulfilled

Generally Recognized Roles of Board Members § Professional and occupations experts § Professional/ethical role model § Knowledgeable of and adheres to laws and regulations § Focus on public interest and its intersections with profession’s interest

Generally Recognized Roles of Board Staff § Operationalize mission of board through effective management and administration of programs § Ensure responsible and strategic use of resources allocated for Board use § Provide regulatory construct and subject matter expertise related to laws and rules governing the Board

Generally Recognized Roles of Board Staff § Provide expertise in interpreting and applying laws, rules, case law and board decisions § Knowledge of the political landscape and legislative process § Ensure that Board is provided with accurate and timely information as well as resources so they may fulfill their responsibility as a Board

Generally Recognized Roles of Board Staff § Act as a professional and ethical role model that merits the trust and respect of the public, profession and the Board § Interface with the public, law makers and media representing positions and interests of the Board § Reinforce the role of public protection

Discussion Topics Issues and Challenges Related to Maintaining Appropriate Roles and Relationships § Role drifting § Defining of roles § Developing appropriate working relationships § Appropriate boundaries

Discussion Debrief What are the action steps you identified that can be implemented with staff and board members?

Build and Maintain Relationships with Elected Officials

Role of Board, Agency, and/or Organization § May or may not actively lobby § Represent broad public interest § May be called upon to provide information and expert opinions § Roles within the board/agency

Understanding the Perspectives of Elected Officials § Concerns of constituents § Position and level of experience § Teamwork § Budget, policy, administrative issues § Relationship with agency, other elected officials § Party relationships § Political ambitions

Group Exercise § Do’s and Don'ts of Interacting with Elected Officials

The Art of Negotiation

The Art of Negotiation § Introduction and Overview § Not limited to work setting § Negotiation strategies for conflict resolution § Fundamentals of Negotiating

What is the definition of Negotiation? § To deal or bargain with another or others, as in the preparation of a treaty or contract or in preliminaries to a business deal § To confer with another so as to arrive at the settlement of some matter § An effort to resolve a difference between two or more parties by the give-and-take process

The Big Picture § Process not an event § Can take a long time § Many formats § Evaluate and know alternatives

Types, Differences, and Styles § Types § Dot the i’s and cross the t’s § Broader less detailed approach § Differences § Culture § History § Do your homework! § Working styles

Working Styles Exercise Amiable Expressive Analytical Driver

Negotiating and Conflict Resolution § Avoid being provoked into an emotional response § Leverage “value creating” strategies § Time is your friend

Empathic Understanding § Empathic understanding goes deeper than cognitive understanding § Promotes a more productive exchange § Aims to enhance trust, reduce defensiveness and potentially change relationships (for the better).

The Critical Beginning § First Impressions § Impression Management § Confidence not cockiness § First 5 minutes set tone § Listen with intent § Make observations, not judgments

Emotions and Instincts § Avoid emotions § Gut reaction vs gut decision § Pay attention to your instincts

Play the Cards in your Hand The Cards § Why are you there? § Why are they there? § Each possible discussion point and alternative The Hand § Goals and objectives § Negotiating points (power points) revealed as you move through negotiation

Set and Know Parameters in Advance § Clarify boundaries § Start from the high or low § If goal is met, be happy with what you get

Know Goals, Alternatives, etc. § Overall goals § Identify and prioritize alternatives § Remain mindful of all other factors Alternatives Commitment Communication Relationship Interests Options Legitimacy

Concessions § Know concessions and non-concessions in advance § The “give and take” will and must take place § Concessions are not a sign of weakness

Using Concessions § List concessions to use to your advantage § Circumstances under which to give them § Early concession helps build trust § Never divulge the severity of the concession § Negotiations thrive on motion § Concessions create motion

Understanding Limitations § Asking/Expecting the impossible § Understanding boundaries § Is an “in kind” response expected? § Unreasonable demands will likely lead to an impasse

What about an Impasse? § On occasion, an impasse is inevitable § Don’t blame § Change the people dynamics

The Value Proposition § Why are we negotiating in the first place? § Types of negotiations § Win-Win § Win-Lose I Win You Win I Lose You Lose I Lose You Win

Types of Negotiations Win-Lose § Traditional bargaining § Competitive § Goal is to maximize position Win-Win § Interest based § Cooperative § Goal is mutual gain and a valued relationship

The Paradox of the Long Term Relationship Protect yourself as much from success as from failure

Seven Steps to Negotiation 7. Finalizing 6. Bargaining 1. Strategic Introductions 2. Group Agenda Formation 3. Sharing Information 4. Finding Common Ground 5. Brainstorming

Finalizing § Debrief § Reflect § Debrief

Negotiation Summary § Negotiating is a process that builds relationships § Know your alternatives § Understand negotiating styles of both sides § Use your gut and avoid emotions § Put your cards on the table early, not your hand

Negotiation Summary § Establish and know your parameters § Understand use concessions: Movement is key § Watch the people dynamics § Add Value § Review your negotiated deals soon, and often § Follow a process

Role Play Exercise

Module Review

Learning Objectives Review § You should now be able to: § Build strong and appropriate relationships with key stakeholders with often different and competing mandates § Develop and implement successful strategies for dealing with the media § Build your own toolkit considering how learnings will be used in your work going forward

Learning Objectives Review § You should now be able to: § Define and respect the respective roles and responsibilities of board and staff to ensure appropriate boundaries are maintained § Utilize key tips and tactics for negotiating as a regulator amidst differences in perspectives and motivation

Questions