Training description
This negotiation training provides the techniques, tools, and methods for pre-negotiation, enabling you to convince and get buy-in for a proposal or project, and to present it with conviction and persuasion. It also offers tools to identify influence between stakeholders and build alliances favourable to the project being defended, regardless of your industry sector: purchasing, sales, HR, etc.
Training objectives
Delivered over two consecutive days, the training in influence techniques provides employees who need to convince others of a project or proposal with all the necessary tools to gain the buy-in of decision-makers. Employees will therefore be capable of:
- Identify the «decision-maker» profile and adapt to their decision-making style by adopting a presentation style that facilitates understanding.
- Structure the presentation to enhance persuasive power through the use of specific protocols.
- Neutralise any opposition and counter any that arises with adapted counter-arguments and the use of dedicated techniques.
- Build influence networks, identify virtual «decision-makers,» leverage objective alliances on the goal.
Face-to-face, distance learning, blended learning
Colleagues to convince of a project, a proposal
Beginner
2 consecutive days
Training Programme Details
What is influence?
- The 5 strategies in situations of conflicting interests,
- The place of persuasion and influence among possible strategies,
- The definition of influence.
Who do I need to convince?
- The 4 decision-making processes (synthesis-centric, analysis-centric, relationship-centric, innovation-centric),
- What is each person most sensitive to? How can we persuade them?
How to identify your interlocutor's decision-making process?
- The specific features of each process,
- Drawing the consequences in the best way to influence it positively,
- To know how to structure and conduct an interview based on the decision-making process of the person you are interviewing.
What is my own decision-making process?
- Understanding how we ourselves are influenced by others, so that we can better avoid the pitfalls and risks involved.
How do you give a compelling and impactful presentation?
- What style of message should I adopt?
- The PFM protocol,
- Techniques for reinforcing the message: the optimal duration, the preferred style, and the appropriate media.
How can you make the best of your proposal presentation?
- Preparing the presentation of his proposal,
- How to behave when dealing with the «decision-maker»,
- How to behave towards other participants.
How to deal with the weaknesses of your own message?
- Preventing pitting on the project,
- The four types of mining points: regarding objectives, methodology, prior information, and the individual,
- The questionnaire for the preliminary identification of objections,
- Counterarguments tailored to each type of objection.
The four components of influence within an organisation are: 1. **Formal authority:** This is the power conferred by one’s position in the hierarchy. * **Precautions:** Do not abuse this authority. Be fair and consistent in its application. Focus on achieving objectives rather than exercising power for its own sake. Know how to delegate and trust others. 2. **Expertise:** This is the influence that stems from knowledge, skills and experience. * **Precautions:** Do not be dogmatic or condescending. Be open to new ideas and different perspectives. Recognise that expertise has its limits and can evolve. Know how to share your knowledge in an accessible way. 3. **Relationship:** This is the influence that stems from trust, respect and interpersonal bonds. * **Precautions:** Avoid favouritism or conflictual relationships. Be authentic and trustworthy. Show empathy and be a good listener. Cultivate a healthy support network. 4. **Persuasion:** This is the influence that stems from the ability to reason, convince and motivate others, often through communication. * **Precautions:** Use logical, fact-based arguments. Be honest and transparent. Respect others’ viewpoints, even if you disagree. Avoid manipulation or coercion.
- Strategic leadership, support functions, analytical services, operational lines,
- The adjustments to be made to integrate the objectives and stakes of each component.
What if there are several decision-makers?
- The matrix of mutual influence between «decision-makers»,
- The determination of the virtual decision-maker,
- The evaluation matrix for project objective agreements. Its impact on project management.
