My latest television-prompted idea came from a less obvious source, however; I was watching a rerun of an episode from series one of House, the American medical drama, starring our own Hugh Laurie.

In this episode, the meticulous misanthrope, Dr House, observed a slight change in the behaviour of one of his staff. He gauged by her attempts to manipulate her colleagues that she had recently had her nose in a book on how to brush up on your negotiating skills. He informed her colleagues that they had been duped by ‘soft positional bargaining’. This was a new term to me, and so I decided to look into it. Here’s what I found.

Positional bargaining involves adhering to a set position and negotiating for that single target, regardless of other factors.

By way of example, I give you a couple who are negotiating over their preferences for a pizza delivery. One party is a vegetarian, however, and that person adopts a stance of positional bargaining. She states that they can either order separate pizzas according to their dietary preferences, or a large vegetarian option to be shared, but a single pizza with a meat-based topping is not an option. The immovable goal of the vegetarian, her positional standpoint, is that she has a meat-free pizza.

The other party agrees to share a vegetarian pizza on the condition that they have chilli peppers on it. The vegetarian allows this concession because it does not affect her ultimate goal.

This is a rather simplistic example, although it does demonstrate the point. But this is simply positional bargaining; where does the soft part come in?

Soft bargaining is a negotiating technique that is probably best described by contrasting it against the more commonly used term, hard bargaining.

The fundamental difference between soft and hard bargaining is that with the former, the goal is agreement, where the goal of the latter is victory. While the soft bargainer will allow concessions, his hard counterpart will demand them. Soft bargaining has no problem in disclosing the bottom line, where the hard bargainer will play those cards close to his chest. While soft bargaining allows flexibility to change position, hard bargainers will dig in on their position.

These positional differences throw up one obvious conclusion: in negotiations between inflexible hard bargainers and more vulnerable soft bargainers, the hard option will always come out with the better deal. This is true to a great extent, so is there any room in negotiations for soft bargaining?

The answer is yes, but a lot of thought should be applied before the decision to adopt a soft negotiating stance is adopted. So in what kind of situation would soft bargaining be useful?

If you know what the goal of your opposite number is, and you are happy to concede to it, then soft bargaining can bring about a satisfactory outcome for both parties, without placing any strain on the relationship.

There are many different approaches to negotiating, some more effective than others, but they all have their uses in certain circumstances. Learning which method to apply based on the information you possess is a step on the road to becoming an expert negotiator.

Author is a freelance copywriter. For more information on negotiation skills training london onsite, please visit http://www.microsofttraining.net

Hopefully, when you’re looking to influence others in the course of your work, you won’t hold the same opinion of them as McCarthy did of Romney. But you’ll still need to be looking at something rather less than brainwashing; an aggressive, forceful approach to persuasion is rarely a good idea in business, and certainly not if you’re looking to maintain a positive and harmonious relationship. Trying to bash an idea into an individual’s mind will only lead to them associating the notion with an unreasonable attitude and an unpleasant experience – and whatever the circumstances that require you to be persuasive, whatever the intended outcome, that can never be a good result.

Successful influencing is about cooperation, agreement, harmony. It’s not about merely telling another what it is you want them to do or think, but of convincing them that that action or way of thinking is right. As such, it’s a question of understanding yourself, and what effect and impact you have on others, what impression you make. How you are perceived by others creates – or destroys – an environment in which influence becomes easy to apply effectively.

The most important word in that is ‘perceived’. When it comes to influencing others, how you feel in a meeting, negotiation or any other work interaction or relationship is of far less importance than how you appear to feel. You might be angry or upset inside, yet by projecting an image of calmness and supportiveness, your audience will feel more comfortable and receptive to what you’re telling them, more willing – if unconsciously – to be guided by your arguments.

And that guiding is what you should want to achieve – not pushing anyone into a decision, but leading them towards making the right decision of their own volition. Yet how can you be sure that your actions are having the desired effect, are creating an environment commensurate with successful influencing? The key lies with seeing yourself as others see you. It’s essential to understand the impression you put across and the impact you create, not merely from your own (let’s face it, utterly biased) perspective but through the eyes and ears of others.

Appreciating what those eyes and ears pick up requires an understanding of its own, an awareness of their situation. What are their intentions and expectations? What might they be expected to have concerns about, and what may be for them a source of optimism? How does their situation compare to yours – strong, weak, superior, inferior, senior, junior? What would you expect their initial view of your position to be?

How they view you, the environment you create, and the stance you’re taking will be very much dependent on those issues – so your approach must look to address them. For instance, perhaps you’re working with an individual who is visibly nervous and in a markedly inferior position to yourself: in this case, successful influencing will require a lot of calm consideration and supportive words, encouraging them to feel that you’re on their side. Or perhaps the opposite is true, perhaps you’re faced with someone in a senior position who’s starting from a position of having little time for your suggestion: on this occasion, the metaphorical arm around the shoulder is no longer going to help; instead, clarity, firmness, and commitment may be more prized.

An understanding of who you’re trying to influence and how they might be feeling – both about the matter in hand and the circumstances in which they find themselves – is crucial to being able to adapt your behaviour in order to control the way that you are perceived. And it’s important always to remember that how you feel inside is irrelevant so long as the perception of you is conducive to the persuasion you require. Understand yourself, understand others, and you’ll find that you can have the most positive influence on your organisation’s future.

Author is a freelance copywriter. For more information on influencing skills courses london, please visit http://www.microsofttraining.net

However we are all negotiators to some degree and we see people negotiating all the time, at work, in school and on television. Shows such as Deal or No Deal, where the banker tries to negotiate the purchase of the contestant’s box and Bargain Hunt where contestants try to negotiate the best price for an item are examples.

Whatever level negotiations are at, be it high-level or low-key, they generally fall into two types; distributive and integrative. I have invented a scenario from the aforementioned Bargain Hunt to illustrate the marked difference between the two, so with your cash in your hand, off you go.

The first item to catch your eye is a genuine Victorian Rubik’s cube for forty pounds. Your expert tells you that he would expect it to make only about thirty or forty pounds at auction, so you need to get the price down if you are to make a profit.

You haggle quite amicably with the stallholder; telling him why you would like the item for thirty pounds and listening to his reasons why he could not possibly let it go for a penny less than thirty-five. As you have enough money to meet his full asking price should your negotiating fail, you are bargaining from a position of financial comfort and any discount you get will be seen as a success.

Eventually a compromise is reached and the item is bought with five pounds knocked off the price tag. This is an example of integrative negotiation and it usually results in both parties being satisfied.

With time running out you only have fifteen pounds left and you spot what looks like a stick that the stallholder has been throwing for his dog, but which your expert assures you is an authentic Georgian rounders bat. The price asked is twenty pounds, and you are faced with a totally different scenario to that of your last purchase.

This time you do not have the funds to meet the asking price so you must beat the stallholder down to what you can afford. You have absolutely no room to manoeuvre, being unable even to meet him half way at seventeen pounds fifty. Far more persuasive tactics must be employed and if the sale goes ahead then only one party (you) will benefit and the other will lose out.

Seeing your stubborn refusal to budge on price, the stallholder crumbles and you shake hands on a fifteen-pound deal. He informs you that you drive a hard bargain, before wiping what looks like dog saliva off the bat with his sleeve and handing you your new purchase in a supermarket carrier bag. This is an example of distributive negotiation and it requires a far more hard-nosed approach than does integrative negotiation.

The different approaches towards distributive and integrative negotiation sometimes run at complete opposites.

For example, when involved in distributive negations such as the latter of the two scenarios above, it is important not to display any signs of weakness to the opposition.

Tell tale signs such as over-eagerness or demonstrating a need for what the opposition holds could be pounced upon. If the stallholder in the second scenario above knew that the customer had only fifteen pounds with him, then he would have been placed in a position of strength because the customer’s cards would all be on the table. Distributive negotiations are best played out with a poker face.

In integrative negotiation, however, the opposite is true, as it is more productive to share information and to co-operate. This time, using the former of the scenarios above as an example, a satisfactory compromise was reached through co-operation and the exchange of information relative to the needs of each party.

Understanding the differences between distributive and integrative negotiation makes the negotiator better prepared and knowing which type to adopt in differing scenarios increases the chance of a successful outcome.

Author is a freelance copywriter. For more information on negotiating skills courses, please visit http://www.microsofttraining.net

It was through this column that I learned such facts as a player cannot be offside from a throw in, and a goal scored inadvertently by a stray dog on the pitch would not stand. So to pay homage to this entertaining and informative strip, here is my own effort, minus the pictures, You are the Middle Manager.

A worker is about to send a package to a client and she asks you, as her manager, if the package should be sent first class or second. You tell her that, as there is a penalty for late completion of this job, all communications should be carried out in the most efficient way possible and so the package should be sent first class. At this point a senior manager who is also in the office, and has overheard the conversation, pipes up. He reminds you that the firm is currently in the middle of an economy drive and that the package should be sent second class.

This is a delicate situation. You have been overruled by a senior colleague who is making what you believe to be an ill-judged decision and while your middle management status allows you to direct the worker as to posting the package, you hold no such power over your senior. If this package is sent second class and the delay in delivery causes a hold up in the job, then the responsibility for it may well beat a path back to the door of your office.

So what do you do?

You manage upwards. That is to say you use various skills to go against a decision made by a senior colleague without incurring his wrath. You put your head into the lion’s mouth, as it were, and bring it out unscathed.

Managing upwards requires just the right balance that is not too pushy but not too timid either. The following points to avoid may help you get an idea of how to strike that balance.

Do not visualise your senior colleague as an opponent. Always remember that you are both playing for the same side and the success of that side is the common goal. Get to know your manager; find out what motivates him (or her) and any likes and dislikes.

Do not exaggerate your needs in the hope that this will stand a greater chance of success. If you try to win favour by saying that the sky will be blue if you get what you want, or that it will fall in if you don’t, you may be found out and all subsequent requests will be subject to more in-depth scrutiny. The best policy is to tell it like it is.

Do not sweep problems under the rug. If you have to tell your manager something negative, that a project has fallen behind schedule for example, then do it straight away. Yes you will be chewed out for it, but running projects to schedule is a part of your job and sometimes things just don’t go according to plan.

The thing to remember is that the longer you put off coming clean, the more severe the censure will be when you are forced to hold up your hands. And if a project does fall behind schedule, don’t be tempted to keep it under wraps in the hope that you can get it back on track without anyone being wise to your plan. You may fall even further behind and have to approach your manager with some news he really doesn’t want to hear.

Do not fawn and grovel in order to stay in the good books, as this is like waving a flag that says weakling. Agreeing with everything your manager says will only project you as a yes man who lacks assertion, and when promotions come around guess who will be left on the shelf? Remember that managing upwards is what good middle managers do and some disagreement with seniors is bound to occur.

But do not be intimidated either. You have worked hard to achieve the status of middle manager and you do not want to jeopardise your position by coming across as a shrinking violet. Saying no to the boss can actually be a positive move, providing you can back up your reason for disagreeing with reasoned argument. This will project you as a good manager who is prepared to stand up for what he believes to be right, and this is no more than is expected of you.

So brush up on your upward management skills and give yourself every chance of being noticed for the good middle manager you are. Alternatively, ignore the advice above and have your name permanently affixed at the bottom of the managerial league ladder.

Author is a freelance copywriter. For more information on managing upwards training, please visit http://www.microsofttraining.net

The power of abundance is essential: It is true that the more people have, the less they worry about losing a little bit. This can actually be a state of mind for everyone. You just have to believe that you have an abundance of something. It doesn’t necessarily have to be money. You can have an abundance of talent, skills, or anything else, which will help give you the confidence to get out there and be able to negotiate your butt off. Remember to stay calm and believe in yourself, and you will be in an awesome position for negotiating anything.

Body language is so important: A lot of what you say doesn’t come out in words. More than 50% of what you say comes from your body language, which can make or break a lot of deals. To become a better negotiator, it is a really good idea to learn about body language, and how you can use it to your advantage. Here is a great example. A lot of people often don’t know what to do with their hands. The often end up sitting or standing with their arms crossed, which can actually show disinterest or even worse. Just knowing about how body language works and how to use it properly will give you a great edge when it comes to the art of negotiation.

Prove that you have value and that your services or products are really needed: When you are negotiating anything, you are always trying to get the upper hand and the best way to do this is to explain the benefits of what it is you are trying to promote or negotiate for and the problems that these benefits solve for the person you are negotiating with. Having the right attitude, along with body language and making an irresistible offer will really help you to seal the deals you make.

Sometimes you have to walk away to get what you want: Negotiating involves haggling, and sometimes, you just have to get up and walk away from the table, and make the other party think that you are no longer interested in making a deal. Basically, you and whoever you are negotiating with are throwing out prices, and you can either accept something, or walk away. This involves a little bit of acting, but you can actually win your negotiations by doing this, because there is a possibility that the person you are negotiating with is going to be afraid of losing the deal all together. And, if the deal still doesn’t suit you, there are always going to be others down the road that you will negotiate to your satisfaction, and those you are dealing with know it. This makes it even easier for you to pretend to walk away, helping you to seal the deal in the end. And remember, at worst case scenario; you can always just walk away if the deal does not feel right for you, in fact you should!

Andrew McCombe is the owner of Activate Your Business where they teach new and existing business owners to Start, Grow and / or Automate their business(es) with EASE, so they can live a life of EASE. For more information visit Activate Your Business

You are likely to be aware that when two parties enter into discussion they both have different objectives. For instance, a customer may be approaching you to order stock from your firm, with the suggestion that they would like a reduced price for a large order. This cost reduction may be lower than you are prepared to give and the discussion opens from here.

The important factor in compromises of this nature is that the majority of objectives and outcomes differ, depending on your clients’ needs. In this sense, negotiation is an organic process that changes each time a compromise is sought. Despite the varying nature of each discussion, there are certain rules and methods that you can apply so you get the best outcome for your company, while also keeping your clients happy.

There are several important stages to opening discussions that result in compromises between you and your customers. The first is preparation for the talks, so you are armed with all the information you need regarding your objectives. These can relate to the upper and lower financial boundaries that your company is willing to accept, meaning if you were attempting to reach a compromise on stock sale reduction with a buyer, you would establish how much you may drop prices beforehand.

Once this has been established, it is a good time to open discussions and put forward your views on the matter. In addition to communicating your thoughts on the issue at hand, it is wise to give your time and concentration to your client’s viewpoints and impressions. Your customers are likely to be as prepared to argue their case as much as you are and this can lead to assertive arguments as you both try to reach a point of compromise.

Here, you can draw on your skills to strengthen your argument, meaning in the previous example you explain why prices cannot be dropped as low as the buyer would like. As you both get an idea of your boundaries and limits, you can then explore outcomes that would suit you both. For instance, you may agree to take your stock prices down further in return for repeated orders from the client for a specific length of time. This may be partially accepted by your customer, but they could then ask you to reduce the contract by several months, meaning negotiations carry on.

Learning about body language can help you pick up subtle clues that indicate if your clients are responding negatively or positively to your suggestions and tips on interpreting non-verbal cues can be picked up at training courses. It is recommended that you do not rush the negotiation process but instead allow it to develop at a pace that suits you both. Once agreement has been reached you can then get contracts signed and concentrate on delivering the required service to your clients.

Author is a freelance copywriter. For more information on negotiation skills, please visit http://www.microsofttraining.net

Negotiating is not simply a matter of haggling and beating down your opponent – there are many different ways to approach the negotiating table, depending on the individual circumstances. To demonstrate this and to tie in with the World Cup, here is the Negotiating Skills penalty shoot-out.

1: The one-off situation
If you are dealing with someone on a one-off situation then you can afford to be a little more robust with your negotiation techniques. When negotiating over such a transaction, selling a car for example, you can bare your teeth somewhat because you do not have a relationship to preserve and you need not concern yourself with the feelings of your opposite number. So in these situations it is it is quite acceptable to seek to achieve the best deal for yourself by going in hard.
Penalty No 1 – GOAL – the keeper was left flat-footed.

2: The new client situation
The second penalty taker was impressed with the first one and so he decides to adopt an identical strategy. But we are dealing with a new client with whom a future relationship is desired this time and so coming on heavy is not the best way to lay the foundations of a solid working relationship. The new client finds aggressive negotiating techniques off-putting and he does not relish the prospect of dealing with such a hard-nosed negotiator so he takes his custom elsewhere.
Penalty No 2 – SAVED – missed the opportunity and missed the penalty.

3: The be on guard situation
You come to the table with a set idea of what you can afford to give away, but the objective is to hold on to as much as you can. Your opposite number is an astute negotiator, however, and he presses you into giving up all you have to offer without allowing you the chance to play your own hand. You weren’t prepared for such an onslaught and while you do get what you set out to achieve, it comes at a heavier price than you needed to pay. The lesson learned here is that your opposite number knows what he wants as well and he may negotiate hard in order to attain his goal, so a spirited defence is called for.
Penalty No 3 – SAVED Tipped onto the post and out.

4: The win-win situation
When negotiating over anything, from swapping football stickers in the school yard, to grinding out a new pay deal in the offices of a multinational corporation, everyone wants to come away with what is best for them. But where there is a winner there is also a loser and being beaten hands-down can leave a sour taste. You can nurture a healthier relationship if you can allow some concession that sees the opposing party leave the negotiations feeling that he too has gained something from them.
Penalty No 4 – GOAL Back of the net.

5 The stalemate situation
Negotiations have reached an impasse. Stalemate. Deadlock. You are not prepared to budge another inch and your metric opponent refuses to give a centimetre. This sort of heavy negotiation is often seen in pay deals between unions and bosses and such situations can become quite acrimonious. Instead of digging your heels in, however, it may be more productive to look for an alternative solution. You are demanding X and your opposite number is holding out for Y but, as neither of these are negotiable, it may be more productive to explore Z. Co-operation and collaboration in looking at an alternative strategy may not resolve the stalemate, but they do open up new avenues down which a form of resolution may be found.
Penalty No 5 – GOAL Sent the keeper the wrong way.

A clear demonstration then that there are many different ways to approach the negotiating table and care must be taken to adopt the correct strategy for each unique situation. Skilled negotiators are always in demand in today’s workplace, seeking what is best for the party they are representing. If you see yourself as a good negotiator then I suggest you look further into what is an interesting and often rewarding skill to possess.

Author is a freelance copywriter. For more information on negotiating skills training, please visit http://www.microsofttraining.net

Negotiating for a small- to medium-sized business

It can frequently be especially critical for a smaller organisation to get the best possible outcome from any negotiation, as profit margins will most likely be quite narrow; a poorly obtained deal might increase expenditure and/or decrease income to an extent that could place the company’s future in jeopardy. Alternatively, winning a strong position can help the business to make great strides in developing and growing. If you run or are involved with such an organisation, it would surely be foolish to forego the nurturing of negotiation skills, when they can play such a key role in your company’s future.

Let’s take, as an example, a company working in building maintenance in a large urban area. There’s a substantial market, with numerous old residences and the company has a contract for regeneration work with a local council. But there’s also a lot of competition out there and prices have to be kept low enough to make sure that jobs aren’t taken up by rival firms. To this end, the company will have to work closely with suppliers, in order to keep the cost of raw materials and equipment at a manageable level and also with the council itself, to ensure that the contract isn’t allowed to lapse.

Good relations with the council would be imperative under these circumstances, as guaranteeing a regular income would help any enterprise cope with an economic downturn, or prosper and grow when times are better. The council would expect to be working with a contractor that they can trust and to this end, the intention behind all negotiations should be to create and maintain a relationship that is beneficial to both parties. A ‘win-win’ agreement should leave both the company and the council feeling positive about the negotiation and optimistic about future dealings.

Ensuring a ‘win-win’ outcome

If you’re looking for a win-win negotiation, it’s especially important to come prepared. With insufficient groundwork done in advance, it’ll be very difficult to keep the balance needed for a resolution that favours both sides, particularly if you can’t guarantee that your opposite number’s intentions are the same as yours. In the case of the council and the renovator above, much of the bargaining power clearly lies with the former; were the contractor to go into negotiations without planning for how to address the council’s requirements and concerns, they would end up focusing too much on their own side of the deal, and this would damage the atmosphere of trust and mutual co-operation that had been built up previously.

Preparations need to start with an understanding of what both yourselves and the other party will be negotiating for. What do you want to gain, and what do you expect them to want? If they can’t get what they want, is there an alternative they might be presumed to settle for (or vice versa)? Is there anything you can trade within the deal to make a win-win solution more likely?

You can also learn a lot from prior dealings with the other party. What they’ve expected in the past, how well you’ve got on with them, and what may have worked to smooth the path to the results that have maintained that relationship – all these can help inform you on the most productive way to a successful negotiation. It’s worth considering also the consequences of the negotiation – whether you succeed or not, what happens then? How will this develop the relationship between the two parties and will it affect the balance of power? For a lucrative win-win negotiation to grow others for the future, it’s worth assessing all aspects of the process in advance – in the words of Louis Pasteur, chance favours only the prepared mind.

Winning, and keeping on winning

The great benefit of a successful win-win negotiation is that it paves the way for future negotiations, a continuing and profitable relationship and consistent development of the business. A rational, well-thought-out discussion can nurture a relationship of trust between all parties concerned, and it’s this relationship that can bring about the growth and income your business needs. The combination of preparation and negotiating skills can be vital to the development of an organisation, and it would make a great deal of sense to seek out a short training course to help you and your staff in this area and help your business forge prosperous relationships and a brighter future.

Author is a freelance copywriter. For more information on effective negotiating skills, please visit http://www.microsofttraining.net

Begin this meeting by informing your manager of the nature of your request clearly and concisely. This will allow both parties to be unambiguous and you will seem firm and unafraid. Do not become apologetic as you have nothing to apologise for and you will appear weak. Remember that it is one of a manager’s tasks to get the best value from their employees and if they see an opportunity to talk you round then they will take full advantage of it. You will therefore need to make a clear request in a professional and confident manner.

Once you have made your request, you will need to justify it thoroughly. A manager will ask why you think you deserve a pay increase and this is your chance to tell him/her. Keep a record of everything you do at work including any extras that are not part of your job description. When considering these extras, note down exactly how you are giving additional value to the company. While it is important to ‘go the extra mile’ in order to justify a pay increase, be sure that you do not take on too much for free. After all, your request may be denied. Once you have some extra jobs, you can ask for a pay increase before you take on anything else. Some companies like to be able to measure an employee’s contribution in an almost graph like fashion before they will agree to a pay rise.

When considering the tasks that you complete, be careful when attempting to make yourself seem irreplaceable. It may be hard to replace you, but in this world nobody is irreplaceable. Calmly and firmly discuss the positive things you bring to the position and the additional tasks you have taken on, but never make this seem like a ‘you cant live without me so give me what I want’ challenge. You should be able to justify your position without seeming smug or arrogant.

Part of justifying your position is demonstrating your physical, measurable work and accomplishments. Another part of the justification should be the way you perform your tasks. These skills should be apparent on your appraisals. Are you popular with your clients and contacts? Have you cultivated a good working relationship with your colleagues? Ensure that you have a record of all your appraisals giving evidence of your high level of performance. Show that you have met all your objectives on time. On most appraisals there are some areas in which you are asked to show improvement. Explain how you have accomplished this. Bring evidence of any positive feedback from clients and colleagues etc. Do not be embarrassed about ‘blowing your own trumpet,’ but be professional in your approach. Do not bring three ring-binders of well done emails from clients. Select a number of key highlights that show you in the best possible light.

After giving the reasons for your pay increase, ensure that you justify the amount. Never phrase a request for an increase in pay in terms of what you ‘need.’ A manager does not care what you need. Instead, always ask for what you ‘want.’ If you attempt to establish your increase in terms of need, then you are weakening your position. It is not your manager’s responsibility to feel pity, sorrow or guilt regarding your personal circumstances and you will appear needy and weak. Declare what you want as one career minded business person to another. Have a clear idea of exactly what you are asking for. If you are unsure then you will not be taken seriously.

Check local similar positions on the Internet and in newspapers to see what other companies are offering. It helps justify your request if you can demonstrate that most other employers are offering more or similar amounts for someone much less experienced. How far you are prepared to go to obtain a pay rise? In several positions I have been offered a pay rise upon handing in my resignation. Companies on the whole do recognise the benefits of keeping competent employees. If you use this tactic in your negotiation, make sure that you are prepared to follow through. It may even be worth applying for some jobs as a back up. If you can go to your manager and say ‘I have been offered another position for this amount and I would like to stay if you can match it,’ then you are in a strong position.

Be aware of management styles and tactics of negotiation. I once had a manager who would sit back and remain silent. Employees would feel the need to fill that silence and were inclined to back down in the process. Say that you can see he/she is busy and will give them time to think it over. They will either call you back or will take the time to think it over. It is unlikely that you will get an instant decision, as your manager will need to consider your request fully and discuss it with other people such as HR etc. Give a reasonable amount of time, but do request a definite time frame for an answer. Suggest you book an appointment for a few days time to discuss further. This will give everyone a definite time scale to come to a decision.

While waiting for a decision, continue to work to the best of your ability. If your request is granted, calmly and graciously accept with thanks, but do not appear overwhelmed with gratitude or surprised. Bear in mind that this pay rise has been granted because you have successfully justified your position as someone who has earned the reward. If the request is partially granted, request time to consider the terms. It may be that the company will not give you a cash increase, but will give you a few days extra holiday or some other benefit. This is the time to consider what you want and how far you are prepared to go to get it. If your request is denied then you must remain calm and in control. Thank your manager for taking time to consider your request. You are now in a position either to leave for a better position or stay if you enjoy your current position.

Author is a freelance copywriter. For more information on negotiating skills course, please visit http://www.microsofttraining.net

The primary reason that many businesses do not pursue these contracts is simple insecurity about the processes involved. The government has a reputation (well deserved) for complicated processes, massive amounts of paperwork, and very involved regulations. It can be a little overwhelming if you don’t know how to navigate the rivers of red tape.

If you are going to try and acquire a contract that exceeds twenty five thousand dollars, you should start with the Government Services Administration (GSA) office. The GSA is really the place where all federal contract activity occurs, including instruction on the bidding processes for contracts it oversees.

There are a lot of resources available at the GSA for companies that are experienced with government contracts as well as those that are just starting out. The GSA website is one of the best tools you can use in your hunt for good contracts, but this is where most government contract activity takes place.

The GSA is more than just a source of potential contracts, though. It also offers an entire online education with courses that are designed to walk a novice bidder or company through the basics of government contracts. More experienced bidders will also be able to keep up with important developments in the industry and change their practices accordingly.

Instructional courses from the GSA are a lot like any other online college or training courses, and they can be done for continuing education credits, which is necessary in some industries. Certificates are also given out upon satisfactory completion of all the courses.

Any small business that is awarded a contract should do everything they can to maintain good relations with the agency behind the contract. This is another place where the GSA excels, because they can act as a portal for gathering and exchanging information.

The GSA responsibility is to make sure that the vendors that won the contract will provide the best possible service and price. They are interested in making sure that projects are completed correctly and that quality is ensured. That’s why they really are more interested in assisting vendors rather than hindering them. And that means you don’t have to be so worried about getting government contracts.

When applying for government contracts it is important to have a well written RFP. Jordan Mcpelt has some writing experience with construction contracts, government procurement and other similar topics. For more information, see his other articles.