Summarize Leadership Chapter 10: Leading through Effective External Relations

This chapter focuses on leading through effective external relations that include developing an external relations strategy, building and maintaining a positive corporate image, working with the news media, and handling crisis communication.
Effective external relations require a sound communication strategy. You can use the communication strategy framework. With the framework in mind, you can take the following steps to create a strategy for external audiences:
1. Clarify your purpose and strategic objectives.
2. Identify your major audiences or stakeholders.
3. Create, refine, and test your major messages.
4. Select, limit, and coach your spokesperson(s).
5. Establish the most effective media or forum.
6. Determine the best timing.
7. Monitor the results.
Building and maintaining a positive corporate image require having an external relations strategy that is vigilant, vigorous, and comprehensive. It involves developing a strategy for managing the press and media, making meaningful and sincere philanthropic contributions, being actively involved in the community, obeying all of the legal and regulatory requirements of investor relations, and ensuring all external communication vehicles carry honest, clear, consistent, and meaningful message to all stakeholders.
To increase chances for favorable treatment, it is important for a company to establish a positive relationship with the media and for every senior manager to know how to work effectively with them. Any leader of an organization should know why the media are important, when to talk to them, and how to manage encounters with them.
Most companies will face a crisis so they should know how to handle with it. Although establishing positive relationships with external audiences prior to a crisis will help in all but the extreme situations, no amount of goodwill can guarantee the positive coverage that is necessary to avoid permanent damage to a company’s reputation. The following guidelines will help companies respond appropriately in most crisis situations.
1. Develop a general crisis communication plan and communicate it.
2. Once the crisis, respond quickly.
3. Make sure you have the right people ready to respond and that they all respond with the same message.
4. Put yourself in the shoes of your audience.
5. Do not overlook the value of the Web.
6. Revisit your crisis communication plan frequently.
7. Build in a way to monitor the coverage.
8. Perform a post crisis evaluation.
All leaders of organizations must realize that their companies’ reputations depend on their internal ethos and the perceptions of their many external stakeholders. They cannot ignore the importance of establishing and maintaining a positive reputation or the necessity of effectively managing external relations to obtain and keep it.

Summarize Leadership Chapter 9: Establishing Leadership Strategic Internal Communication

This chapter focuses on how to establish leadership through strategic internal communication that include recognizing the strategic role of employee communication, assessing internal communication effectiveness, establishing effective internal communication, using missions and vision to strengthen internal communication, and designing and implement effective change communication.
One of the major responsibilities of an organizational leader is communication with employees. Effective internal communication provides organization direction and employee motivation. The leader must realize its importance in accomplishing the company’s strategic objectives and performance goals and integrate it into the company’s overall strategy and business processes. The communication objectives would be
1. To ensure all business units receive the same corporate message that joint decision-making is now a priority.
2. To establish forums (meetings if appropriate) for the joint decision making to occur.
You first responsibility will be communicating your message clearly; your second will be persuading the managers to act it and seeing that they do.
The leader should use the scorecard of current employee communication to uncover how your organization stands in relation to the best practices for internal communication. If you find key managers are uninvolved and unsupportive of communication efforts, you may need to coach and encourage them to accept responsibility and accountability for the success or failure of employee communication.
The effective internal communication consists of the following:
1. Supportive management.
2. Targeted messages.
3. Effective media/forum.
4. Well-positioned staff.
5. Ongoing assessment.
Missions, visions, values, and guiding principles make up one category of major strategic messages that most organizations convey to their employees. Mission is a statement of the reason a company exists that is intended primarily for internal use. Vision statement establishes the company’s aspirations. It describes an inspiring new reality, achievable in a well-understood and reasonable time frame. Leadership communication must include how best to create and deliver these core messages to ensure they are strong and meaningful and not simple feeble slogans good only for adorning coffee cup.
Good internal communication provides the direction needed to reach strategic and financial goals and encourage productively. It enables the smooth operation of the organization when interwoven seamlessly into all other processes of the organization. You will need all of your leadership communication skills to inspire employees to support you in achieving the organization’s strategic and financial goals, and it is through skilled, strategic internal communication that you will accomplish leadership.

Summarize Essential of Negotiation Chapter 9: Managing Difficult Negotiations: Individual Approaches

This chapter focuses on situations where negotiations become especially difficult, often to the point of stalemate or breakdown. Breakdowns in communication, escalation of anger and mistrust, polarization of positions and refusal to compromise, the issuance of ultimatums, or even the avoidance of conflict—negotiations often hit an impasse. Productive dialogue stops. The parties may continue talking, but the communication is usually characterized by trying to sell or force one’s own position, talking about the other’s unreasonable position and uncooperative behavior, or both. When these breakdowns occur, the parties may simply agree to recess, cool off, and come back tomorrow. The fist step should be some effort at reducing tension, followed by efforts to improve the accuracy of communication and to control the proliferation of issues. Finally, the parties should engage in techniques for establishing commonalities and enhancing the attractiveness of each other’s preferred alternatives.
This chapter explored five major strategies that parties could use to attempt to resolve a dispute on their own:
• Reduce tension by separating themselves from one another through cooling-off periods, talking about emotions and feelings, or attempting to synchronize de-escalation of the conflict.
• Improve the accuracy of communication by role reversal or mirroring the other’s statements.
• Keep the number of issues under control so that issues are managed effectively, new issues are not carelessly added, and large issues are divided into smaller ones.
• Search for common ground through exploring superordinate goals, common enemies, creating common ground rules and effective time management, developing common expectations through a “covenant”, and reframing.
• Enhancing the desirability of the options and alternatives for both parties by providing “yesable” proposal, asking for different decisions, sweetening offers, and using objective criteria to evaluate solutions.
We address methods negotiators can use when dealing with an intentionally difficult party.
Responding to the Other Side’s Hard Distributive Tactics. To summarize briefly, as a pressured party you can respond to these tactics in any of these ways:
1. Ignore them.
2. Call them on it.
3. Respond in kind.
4. Offer to change to more productive methods.
Responding When the Other Side Has More Power. When dealing with a party with more power, negotiators have at least four alternatives. They can
1. Protect themselves.
2. Cultivate their best alternative (BATNA)
3. Formulate a “trip wire alert system.”
4. Correct the power imbalance.
The tools that we discussed are broad in function and in application, and they represent self-help for negotiators in dealing with stalled or problematic exchanges. None of these methods and remedies is a panacea, and each should be chosen and applied with sensitivity to the needs and limitations of the situations and of the negotiators involved. A truly confrontational breakdown, especially one that involves agreements of great impact or importance, sometimes justifies the introduction of individuals or agencies who themselves are not party to the dispute.

Summarize Essential of Negotiation Chapter 8:Global Negotiation

This chapter focused on global negotiation that starts discussion about the American negotiating style, from both non-American and American perspectives. While there is a great deal of consistency in perceptions of the American negotiating style (e.g., Americans are straightforward, impatient), it is important to remember that there is also a lot of variability within cultures (i.e., not every American negotiates in the same way). With this caution in mind, culture or national trait labels can provide us with at least a good starting point for knowing how to negotiate across borders.
We examined the results of the research program by John Graham and his colleagues that compared American negotiators with negotiators from several countries. Graham and his colleagues found that regardless of where negotiators were from, they negotiated the same level of outcomes on a standard negotiation task. The process of negotiation differed across countries, however, suggesting that there is more than one way to attain the same negotiation outcome. In summary, research suggests that negotiators from different cultures (countries) use different negotiation strategies and communication patterns when negotiating intra culturally than when negotiating cross-culturally.
This chapter points some of the factors that make cross-border negotiations different. Phatak and Habib suggest that both the environmental and the immediate context have important effects on global negotiations. We then discussed Salacuse’s description of the environmental factors that influence global negotiations:
1. Political and legal pluralism
2. International economics
3. Foreign governments and bureaucracies
4. Instability
5. Ideology
6. Culture
We added one more environmental factor—external stakeholders—from Phatak and Habib’s five immediate context factors were discussed next:
1. Relative bargaining power
2. Levels of conflict
3. Relationship between negotiators
4. Desired outcomes
5. Immediate stakeholders
Each of these environmental and immediate context factors acts to make cross-border negotiations more difficult, and effective international negotiators need to understand how to manage them.
Next, we turned to a discussion of Hofstede’s work on culture, the factor that has been most frequently used to explain differences in negotiations across borders. Hofstede defined culture as the shared values and beliefs held by a group of people, and is the most comprehensive study of cultural dimensions in international business. He concluded that four dimensions could summarize cultural differences:1. Individualism/collectivism
2. Power distance
3. Masculinity/femininity
4. Uncertainty avoidance
We then examined how cultural differences can influence negotiations.
Foster, adapting work by Weiss and Stripp, suggests that culture can influence global negotiations in several ways, including1. The definition of negotiation
2. The selection of negotiators
3. Protocol
4. Communication
5. Time
6. Risk propensity
7. Groups versus individuals
8. The nature of agreements
This chapter concluded with a discussion of how to manage cultural differences when negotiating across borders. Weiss presents eight different culturally responsive strategies that negotiators can use with a negotiator from a different culture. Some of these strategies may be used individually, whereas others are used jointly with the other negotiator. Weiss indicates that one critical aspect of choosing the correct strategy for a given negotiation is the degree of familiarity (low, moderate, or high) that a negotiator has with the other culture. However, even those with high familiarity with another culture are faced with a daunting task if they want to modify their strategy completely when they deal with the other culture.

Summarize Leadership Chapter 8 : Building & Leading High-Performing Teams

This chapter focuses on business leaders need to know how to build and how to manage them to achieve high performance. Most businesspeople have experienced successful as well as unsuccessful teams. Building an effective team raises both organizational and individual leadership issues. If you are thinking of forming a team for specific tasks, you first need to determine that a team is the most effective and efficient approach to perform the task, solve the problem, generate the new ideas, or generally move your company forward in some way.
Once you have told the selected team members that they are on your team, you should schedule a launch or kick-off meeting so establishing the necessary team work processes are important. Although most teams will probably want to jump right into the work without spending the necessary time on process issues, leading them through development of the purpose, goals, and approach (the commitment side of the team basics framework) will help your team work more efficiently and effectively. In this section, you will learn how to address the issues of goals, purpose, and approach in your team launch by creating a team charter, action plan, and work plan.
Teams bring together the best talent available to solve a problem; however, some times these talented people clash. Just as emotional intelligence is important for individuals, it is also important for groups. One way to improve the team’s emotional intelligence or ability to work together smoothly is for the team to take time to know something about each other’s current situation, work experiences, expectations, personality, and cultural differences. This knowledge may not result in team bonding or friendships, which are more the by product of teams than the goal, but since these softer issues influence how the person behaves as a team member, the knowledge can help the team avoid conflict and help you as the leader anticipate any problems or performance roadblocks. Although team members will get to know each other through day-to-day interactions while working together, the team members can shorten the learning curve by discussing the following information at the first team meeting:
1. Position and responsibilities
2. Team experience
3. Expectation
4. Personal
5. Cultural difference
Despite all of the best planning and time spent getting to know each other, teams will likely experience conflict. Some of it will be useful and some not, but the odds are that it will occur. As Katzenbach writes, an effective team is “about hard work, conflict, integration, and collective results.” Working on a team is not easy, but the benefits can be very rewarding for the team members, and the results can be much better for the company. Obtaining the best results can depend on the team’s ability to manage conflict. Just as individuals and teams must be able to disagree in meetings, teams need to know how to manage conflict in their overall team activities.
Types of team conflict; internal team conflict will usually be one of four types:
1. Analytical (team’s constructive disagreement over a project issue or problem)
2. Task (goal, work process, deliverables)
3. Interpersonal (personality, diversity, communication styles)
4. Roles (leadership, responsibilities, power struggles)
Approaches to handling team conflict; most teams will use one of the following three approaches to managing conflict:
1. One on one: Individuals involved work it out between themselves.
2. Facilitation: Individuals involved work with a facilitator (mediator).
3. Team: Individuals involved discuss it with the entire team.
More and more companies are using virtual teams to connect their personal in offices around the globe. Although virtual teams are common, many companies do not know to ensure that they function as effectively as a co-located team would. Virtual teams require special effort, and it should not be taken for granted that people who are effective in traditional teams will also work well in a virtual team setting. There are marked differences.
Traditional team:
• Face-to-face
• Communications primarily in person
• Limited by time and distance
Virtual team:
• Geographically dispersed
• Communicating through technology
• Unrestrained by distance and time
This chapter has discussed the best approach to ensuring all team activities run smoothly so that the team achieves its objectives. It has provided team leaders and team facilitators tools to help them build and manage a team. No doubt, leading a team and working on a team present some challenges, but with the right approach, a team can work through the challenges, achieve high performance, and, in the end, “outperform other groups and individuals.”

Summarize Leadership Chapter 7: Leading Productive Management Meeting

This chapter focuses on how to plan and conduct productive meeting by determining when a meeting is the best forum for achieving the required result; establishing objectives, outcomes, and agenda. First, performing essential planning, you need to define a clear purpose and analyze your audience to determine whether a meeting is the best forum for what you want to accomplish. Your main purpose for meeting might be to inform, but could also intend to persuade or even to instruct in the same meeting. You need determine topics for the agenda that should follow directly from the objectives and end products and should contain the information about timing and objectives. The attendees you invite should be the ones who can contribute to achieving your objectives. You should consider the setting that includes location, equipment, and layout of the room. For on-site meeting, you should establish ground rules that attempt to protect the meeting time as if it were off-site. Setting the time for the meeting can be important. To accomplish your goals, you want people when they are at their best. You should think about people’s schedules and commitments as much as possible. Finally, you will want to anticipate and provide any information the group may need before or during the meeting to accomplish the meeting purpose.
If you have not done so beforehand, announce at the start of the meeting the decision-making approach that you plan to use, clarify leader and attendee roles and responsibilities, and establish meeting ground rules. In addition, the meeting will be more productive if your attendees know and use common problem-solving tools such as brainstorming, Ranking or rating, Sorting by category (logical grouping), Edward de Bono’s Six Thinking Hats, Opposition analysis, Decision trees, From/to analysis, Force-field analysis, The matrix, and Frameworks.
The primary responsibilities of a meeting leader are to plan the meeting, provide the content, anticipate problems, and ensure process facilitation. Fulfilling the last responsibility may call for the use of a skilled facilitator. A facilitator’s primary responsibility is to ensure process problems do no interfere with the success of the meeting. Facilitators help to keep the meeting focused on the objectives and ensure redirection if it gets off track. Skilled facilitators should be prepared to (1) handle some of the most common meeting problems, (2) manage meeting conflict, and (3) deal with issues arising from cultural differences.

Summarize Essentials of Negotiation chapter : 7 Ethics in Negotiation

This chapter focuses on the primary factors that negotiators consider when they decide whether particular tactics are deceptive and unethical. The negotiation process raises several critical ethical issues. Much of what has been written on negotiating behavior has been strongly normative about ethics and has prescribed “shoulds” and “should nots.” We do not believe that this approach facilitates the understanding of how negotiators actually make decisions about when and where to use specific tactics. We have approached the study of tactic choice from a decision-making framework, examining the ethical overtones of these choices. Negotiators can respond to another party who may be using deceptive tactics: ask probing questions, recognize the tactic.
We proposed that negotiators who choose to use an unethical tactic usually decide to do so to increase their negotiating power. Power is gained by manipulating the perceived base of accurate information in negotiation, getting better information about the other party’s plan, or undermining the other party’s ability to achieve his or her objectives.
Research on negotiators ethics and on various aspects of this model leads us to the following conclusions:
1. While individual negotiators may disagree as to which negotiating tactics are ethical and which are unethical, the research reported here suggests that there is much more convergence than might have been expected.
2. The decision to use a deceptive tactic can probably best be understood through a decision-making model. It is clear that many individual differences and situational variables are also likely to affect that decision.
3. In deciding to use a deceptive tactic, a negotiator is likely to be more heavily influenced by
a) His or her own motivation,
b) Expectations of what the other negotiator will do,
c) The expected future relationship between the negotiator and the other party.
4. Negotiators who have considered the use of deceptive tactics in the past or who are considering their use in the future should ask themselves the following questions:
a) Will they really enhance my power and help me achieve my objective?
b) How will the use of these tactics affect the quality of my relationship with the other party in the future?
c) How will the use of these tactics affect my reputation as a negotiator?
Negotiators frequently overlook the fact that, although unethical or expedient tactics may get them what they want in the short run, these same tactics typically lead to diminished effectiveness in the long run.

Summarize Essentials of Negotiation chapter 6 : Finding and Using Negotiation Leverage

This chapter focuses on leverage in negotiation. By leverage, we mean the tools negotiators can use to give themselves and advantage or increase the probability of achieving their objective. Leverage is often used synonymously with power. Most negotiators believe that power is important in negotiation, because it gives one negotiator an advantage over the other party. Negotiators who have this advantage usually want to use it to secure a negotiation usually arises from one of two perception:
1. The negotiator believes he or she currently has less leverage than the other parties, so he or she seek power to offset or counterbalance that advantage.
2. The negotiator believes he or she needs more leverage than the other party to increase the probability of securing a desired outcome.
In general, negotiators who don’t care about their power or who have matched power—equally high or low—will find that their deliberation proceed with greater ease and simplicity toward a mutually satisfying and acceptable outcome. Power is implicated in the use of many negotiation tactics, such as hinting to the other party that you have good alternatives (a strong BATNA) in order to increase your leverage.
In general, people have power when they have “the ability to bring about outcomes they desire” or “the ability to get things done the way them to be done.” Three sources of power: information and expertise control over resources, and the location within an organizational structure (which leads to either formal authority or informal power based on where one is located relative to flows of information or resources).
The concept of leverage in relation to the use of power and influence. It is important to be clear about the distinction between the two. We treat power as the potential to alter the attitudes and behaviors of others that an individual brings to a given situation. Influence, on the other hand, can be though of as power in action—the actual messages and tactics an individual undertakes in order to change the attitudes and/or behaviors of others. A very large number of influence (leverage) tools that one could use in negotiation. These tools were considered in two broad categories: influence that occurs through the central route to persuasion, and influence that occurs through the peripheral route to persuasion.
In the final section of the chapter, we focuses on how to receiver—the target of influence—either can shape and direct what the sender is communicating, or can intellectually resist the persuasive effects of the message. Effective negotiators are skilled not only at crafting persuasive messages, but also at playing the role of skilled “consumers” of the messages that others direct their way.

Summarize Negotiation Chapter 5: Perception, Cognition, and Communication

This chapter focuses on the role of perception and communication in negotiation. We examined how negotiators make sense of negotiation and the role that communication processes play in negotiation processes and outcome. First, we begin with a brief overview of the perceptual process; how psychological perception is related to the process of negotiation, with particular attention to forms of perceptual distortion that can cause problems of understanding and meaning making for negotiators. We discussed how framing influences perceptions in negotiation, and how reframing and issue development both change negotiator perceptions during negotiation. Following these sections on perception and cognition, we turn to the process by which negotiators communicate their own interests, positions, and goals – and in turn make sense of those of the other party and of the negotiation as a whole. We will consider what is communicated in a negotiation, and how people communicate in negotiation. Final, we discussions of how to improve communication in negotiation, the effect of moods and emotions on communication, and special communication considerations at the close of negotiation.

Summarize Leadership Chapter 6 : Developing Emotional Intelligence & Cultural Literacy to Strengthen Leadership Communication

This chapter focuses on developing emotional intelligence and cultural literacy to strengthen leadership communication. Leaders need strong interpersonal skills and an understanding of and appreciation for culture diversity. Without these skills, leaders cannot communicate with and manage others effectively. Interpersonal skills have gained recent recognition among business leaders under the name of “Emotional Intelligence”. First, you should know Emotional Intelligence (EI)’s meaning. EI is the capacity to understand your own emotions and those of other people. Emotional intelligence and cultural literacy are necessary skills that allow you to interact with and lead others effectively, and the key to interacting with others and managing relationship successfully is communications: “The basic of any relationship is communication”. Self-awareness is the first step toward emotional intelligence. We can use MBTI develop concepts of personality. The MBTI consists of four dichotomies - Introvert (I) vs. Extravert (E), Sensing (S) vs. iNtuitive (N), Thinking (T) vs. Feeling (F), and Judging (J) vs. Perceiving (P) - in 16 combinations. If we know the others’ type, we can effectively lead and motivate them to the way we want. There are many types of nonverbal communication which are important for anyone wanting to improve his or her communication skills. We also need to be a good listener. Thereafter, mentoring other and providing feedback are the last step to develop the Emotional Intelligence. This chapter focused on the Cultural Literacy as well. If we understand and appreciate cultural diversity, we will know how best to communicate with all of the different audiences. First, we should know the importance of cultural literacy and then define the culture. We use the framework to understand differences. There are many factors to understand such as context (what is going around us), information flow (how message flow between people and levels in organization), time (polychornic time and monochromic), language (central influence on culture and one of the most highly charged symbols of a culture or a nation), and power (the differences of power perception).

Glossary

A

- Agreement: A legally binding contract made between two or more persons
- Alternative: Chance to choose between two or more possibilities
- Aspiration: A negotiator's target.

B

- Bargaining: The negotiation of the terms of a transaction or agreement.

C

- Communication: Transmission of meaning from one person to another, wheather verbally or nonverbally.
- Concession: The act of conceding or yielding.
- Conflict: A state of opposition, disagreement or incompatability between two or more people or groups of people.

D

- Deduction: Conclusion or recommendation.

E

- Ethos: An appeal based on the perceived character of the sender of the message.

F

- Final offer: An indication of willingness to sell at a given price; opposite of bid.

G

- Goal: A statement of intent for the direction of the business.

I

- Induction: Supporting information.
- Interdependence: A relationship in which things depend on one another for survival.

L

- Leader: An individual who guides, directs, motivates or inspires others.
- Leadership: The activity of leading.

M

- Memo: A written proposal or reminder.

N

- Negotiation: The process of two or more people working together to resolve a problem.

P

- Proposal: A detailed analysis of the cost and components for a design project used to come to an agreement or contract before commencing work.
- Planning: An integral part of the strategy preocess.

R

- Resistance point: A negotiator's bottom point; the most he will pay as a buyer.

S

- Settlement point: The settlement as close to the other party's resistance point as possible.
- Strategy: A long term plan of action designed to achieve a particular goal.

T

- Tactics: A plan for attaining a particular goal (short-term or high-level).
- Target point: The point at which a negotiator would like to conclude negotiations.

Six Techniques for Conflict Resolution

1. I vs You Language:

Pronunce I and You, we (What's problem between I and You?)

2. Anticipation:

- Winning respect
- cooperation

3. Self-Interest: How well you are going to goals?

- Money
- Power
- Popularity
- Status
- Promotion
- Recognition

4. Meta-Talk: Pay attention to another communication and use Meta-Talk to avoid conflicts.

5. Limit-Setting:

- Set both expectation of each other.
- Avoid miss a mistake.

6. Using Consequences:

- State in a Non-Threatening Manner
- Have Legitimate power
- Follow through on your action

Sources of Conflicts

I. Role confussion

II. Stereotyping

III. Manipulation:4 types
- Flattery
- Sympathy
- Guilt
- Intimidation

Summarize Leadership Chapter 5 Usin Graphics & PowerPoint for a Leadership Edge

This chapter will focus on when and how to use graphics effectively, provide some basic guidelines for designing effective graphics, and deliver some guidance on designing and presenting graphics using PowerPoint. Leader need to know how and when to use graphics. Graphics improve presentations and documents, particularly if the material is primarily quantitative, structural, pictorial, or so complicated that it can be illustrated more efficiently and more effectively with a visual aid than with words alone. Graphics will contribute to the success of your oral and written communications.
Leaders use visuals that are integral to the communication of their intended meanings and not ones simply added for show. When selected appropriately and designed carefully, graphics embody and carry the meanings that create your message. With the introduction of PowerPoint, the default presentation graphics program for business presenters, and the improving graphic capabilities of MS word, adding graphics to communications has become increasing easier. However, PowerPoint presentations can and do contain solid content and can do communicate content effectively but only it the content is solid to begin with and if the slides conspire fully in communication the speaker’ message.

21 Tips in Time Management

1. Goal – What is it you want to accomplish?

• We should have a clear and specific goal.

2. Plans of action – put it in writing!

• Take your goal and write it down --> Organize --> Do it

3. Analyze - Make a list.

• Analyze where you are.
• Work step by step to accomplish.

4. Set priorities – What is relevant and irrelevant?

What is the most valuable use of my time?
• What you have to do?
• What you should to do?
• What is nice to do?
• Delegate
• Eliminate

5. Concentration – Learn how!

Key word: Single-handing
• Organize your goals --> put priority --> work one task at the time

6. Deadlines and Rewards – Positive logical consequences

• Set deadline --> Finish before the deadline

7. Time Log – Where is all your time going?

• Measure or management your time

8. Procrastination – Positive or Negative

Key word: Do it now!

9. Delegate – Delegate everything you can

Key word: Clarify
• Do not waste your productive time to do something that is not important
• Pick the right person to do it.

10. Meeting – An essential part of human life

Key word:
• Purpose of meeting --> do not go off the goal
• Agenda --> Start and stop meeting on time

11. Interruptions – Telephone and Walk in visitors

12. Key result areas – What key results have you been hired to accomplish?

13. Batching tasks– Group your responsibility

• Put group of tasks together --> Do it in the same time

14. Neatness – Clean up your work environment

Key word: Do not use it --> Put it away

15. Chunks of time – Allow time for important work

16. Transition Time – Learn more to earn more

• Spend time to read while you having lunchtime or coffee break.

17. Telephone – A powerful business tool!

Rules:
• Get on and off fast
• Call back when you control the time
• Go to the point
• List good notes when you have telephone meeting

18. Punctuality – Get a reputation for being on time

19. Work Simplification – Systemize the work process.

20. Saying “No” – Early and often

21. Balance – Improve the quality of your life

Summarize Leadership Chapter 4 Developing and Delivering Leadership Presentation

This chapter focuses on developing and delivering leadership presentation. The three P’s steps approach to presentation development and delivery. Planning your presentation is the first step that need to determine your strategy, analyze your audience, select the medium and delivery method, and organize and establish your logical structure. After you have analyzed your audience, developed your communication strategy and determined the overall structure, you are ready to start preparing the actual presentation. The preparation consists of developing the introduction, body, and conclusion; creating the graphics; testing the flow and logic; editing and proofreading; and practicing. When it comes to present, you should concentrate on your delivery style, focusing particularly on eye contract, stance, speech, and overall effect. You want to appear comfortable, confident, enthusiastic, and profession. Since much of the success of your presentation will be determined by how your audience perceives you right at the beginning, you should be prepared to establish your expertise and your value to the audience immediately and that positive ethos throughout.

Summarize Negotiation Chapter 4 Strategy and Tactics of Integrative Negotiation

In this chapter, we have reviewed the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one with which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a set of procedures that permit both sides to maximize their objectives.
The integrative negotiation process began with a high level of concern for both sides achieving their own objectives propel a collaborative, problem-solving approach. Successful integrative negotiation requires several processes. First, the parties must understand each other’s true needs and objectives. Second, they must create a free flow of information and an open exchange of ideas. Third, they must focus on their similarities, emphasizing their commonalities rather than their differences. Finally, they must engage in search for solutions that meet the goals of both sides.
The four key steps in the integrative negotiation process are identifying and defining the problem, identify interests and needs, generating alternative solutions, and evaluating and selecting alternatives. For each of these steps, we proposed techniques and tactics to make the process successful.
We then discussed various factors that facilitate successful integrative negotiation. First, the process will be greatly facilitated by some form of common goal or objective. This goal may be one that the parties both want to achieve, one they want to share, or one they could not possibly attain unless they worked together. Second, they must share a motivation and commitment to work together, to make their relationship a productive one. Third, the parties must be willing to believe that the other’s needs are valid. Fourth, they must be able to trust each other and to work hard to establish and maintain that wants and an effort to understand the other’s needs.

Summarize Leadership Chapter 3 Using Language to Achieve a Leadership Purpose

This chapter focuses on using Language to Achieve a Leadership Purpose. It has many ways to create a confident tone when you write in the business environment. Every one has an individual style. It is your voice; it is the “you” that your reader perceives and “natural” style and tone, so you do not try to imitate some one style. One way to make your writing clear is to make it concise. Clear writing is direct, to the point, and free of jargon, pomposity, and wordy constructions. The resulting lack of clarify can even suggest your thinking is careless, superficial, and imprecise or that you are too busy or do not care enough about your audience to take the time to make your communication clear and concise. A concise and confident style and an appropriate tone contribute to a positive ethos. In addition, studies have found that the correct use of language affects ethos as well because rule violations or errors that can cause misreading or suggest that the writer is careless or not well informed. All of these will help you to use the language to achieve a leadership purpose.

Summarize Negotiation Chapter 3 Strategy & Tactics of Distributive Bargaining

In this chapter, we will learn the basic structure of competitive or distributive bargaining situations and some of the strategies and tactics used in distributive bargaining. Distributive bargaining begins with setting your own opening, target, and resistance points. You learn the other party’s starting points and find out his or her target points directly or through inference. Usually you will not know the resistance point, the points beyond which a party will not go, until late in negotiation because the other party often carefully conceals them. All points are important, but the resistance points are the most critical. The spread between the parties’ resistance points defines the bargaining rang. In positive, if defines the area of negotiation within which a settlement is likely to occur, with each party working to obtain as much of the bargaining range as possible. In negative, successful negotiation may be impossible.
The negotiator’s basic goal is to reach a final settlement as close to the other party’s resistance point as possible. Although negotiators work to gather information about the opposition and its positions; to convince members of the other party to change their minds about their ability to achieve their own goals; and to promote their own objectives as desirable, necessary, or even inevitable.
Distributive bargaining is a conflict situation, wherein parties seek their own advantage – concealing information, attempting to mislead, or using manipulative actions. All these tactics can easily escalate interaction from calm discussion to bitter hostility. Negotiation is the attempt to resolve a conflict without force, without fighting. Be successful, both parties to the negotiation must feel at the end that the outcome was the best that they could achieve and that it is worth accepting and supporting.

Summarize Leadership Communication Chapter 2:Creating Leadership Document in Leadership communication

Selecting is the most effective communication medium. It has many ways such as text message, E-mail, memo, letter, discussion outline, chart pack or deck and Reports. You need to clarify your purpose, analyze your audience, and develop a communication strategy before you create a document. Organizing and formatting a document effectively select best structure for the audience and topic. Begin strongly with the major message early. Ensure overall structure and individual paragraphs are logically organized. End by clearly establishing closure and, if appropriate, next steps. Follow standard formatting for type of document.
Creating a table of contents include list major headings in a report, list in order of appearance, keep parallel and consistent, make wording in the table of contents match section headings exactly, cite page numbers accurately and create it last. Conforming to expectations for executive summaries that must be a stand-alone summary usually runs about 10% of full document length, Contains purpose, scope of work or research, results of study, emphasized conclusion and information the reader needs to make a decision or agree with your recommendation.
We should recognize the difference between Executive summary and an Introduction. Executive summary tells purpose, scope, and results of study, Emphasizes conclusions and information reader need to make a decision. Introduction will gives essential background data, tells how the work is organized, generally excluded findings or recommendations.

Summarize Essentials of Negotiation Chapter 2:Negotiation: Strategizing, Framing and Planning in Essentials of negotiation

Setting goals are the first step in the negotiation process. The goals set have direct and indirect effects on the negotiators strategy. Direct effects of goals have four aspects of how goals affect negotiation are important to understand: wishes are not goals, our goals are often linked to the other party’s goals, there are limits to what our goals can be, Effective goals must be concrete/specific. Indirect effects are forging an ongoing relationship. Strategy is the overall plan to achieve one’s goals in a negotiation and the action sequences that will lead to the accomplishment of those goals. Tactics is a short term, adaptive moves designed to enact or pursue broad strategies. Tactics are subordinate to strategy and driven by strategy. Planning is the “action” component of the strategy process.
Dual concern Model Defining the issues The Process of “Framing” the problem. Framing is about focusing, shaping and organizing the world around us. Negotiation needs framing because people have different backgrounds, experiences, expectations, and needs, they frame people, events and processes differently.

Summarize Leadership Communication Chapter 1: Developing Leadership Communication strategy in Leadership communication

In business, Strategy is determining your goals and developing a plan to achieve those goals. For communication, it is deciding what your purpose is in communicating with a particular audience and selecting the best way to appeal to that audience to achieve that purpose. Establishing a clear purpose in general, the purpose for business communication is one of the following: inform, persuade and instruct. However, within these three, you must decide exactly what it is you want to say and what you expect to achieve. Generating ideas are helping you to clarify your purpose by brainstorming, Idea mapping, Journalist’s questions, and Decision tree. They can use the communication strategy framework to determining the context and analyzing your audience.

Summarize Essential of Negotiation Chapter 1: The Nature of Negotiation

Negotiation is something that everyone does, almost daily. The common characteristics of negotiation situation are two or more parties who have a conflict of interest between them. They think they can get a better deal than by talking what the other side will give them. In negotiation, both parties need each other. This situation of mutual dependency is called interdependence. Interdependence has the potential to lead to synergy, which is the notion that “the whole is greater than the sum of its parts” and the potential of successful value creation is significantly increased with the appropriate application of the negotiation skills. The other potential consequence of interdependent relationships is conflict. Each conflict management strategy has its advantages and disadvantages, and is more or less appropriate given the type of conflict and situation in which the dispute occurs.

Autobiography "Cheng"

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Everybody has a story that begins when they were born and they have different life styles. What factors make every life different? Families, friends and environments influence and make every life different. In my life, I had many periods of time that something affects and makes my life interesting. This narrative and descriptive writing includes what did I do in the past for my study and my career, what I do when I came to the U.S. and what will I do in the future.
My name is Phatcharee Kosonetitwittaya. My nickname is Cheng. I was born in a small province in Thailand. I finished a high school at Chonkanyanukoon in Chonburi Province and moved on to study my Bachelor’s degree at Bangkok University. I graduated with my Bachelor’s degree of Business Administration in Marketing in 2001. I had a GPA 3.46 and I was awarded a scholarship for my high GPA. While I was studying in the University, I participated in many activities. For example, I was on a Marketing of modern trade in the seminar. I invited many chief executives from famous companies in Thailand to join in my seminar. I learned a lot about the real business from many activities. Before I finished my university studies, I participated in an internship as a salesperson and the leader of my team in the model company that was a part of the Professional Internship course. I received an award for my excellent team that means I could conduct my team to reach the highest targets. I was on a Marketing Club committee and the leader of team in the model company, so I learned how to cooperate with other people and combine my experience in real business.
I also had relevant experiences that were the background for studying for a Master’s Degree. In 2001, I worked as a marketing officer in the Domestic Sales Department at C.P. Poly Industry Co, .Ltd, a famous company in Thailand. My duties were correcting, forecasting and evaluating sales to support the salespersons and my employer. Then I used to conduct surveys and research the market for my employer. Two years later, I was promoted to Sales Executive. My employer gave me high-level jobs that had more responsibilities such as, reaching the sales target, taking care of my customers and cooperating with other departments. In addition, I had many chances of meeting with the Chief Executive officer and the managers of other departments. For these jobs, I used a variety of programs on the Windows XP platform, including Microsoft Word, Excel, and Power Point. I worked in this position for almost three years. While I was working for this company, I learned how to combine my B.A. in Marketing with my work.
In Thailand, the English language is important if I would like to advance in my career so I have decided to study my Master Degree in the U.S. I came here August 27, 2005. I took the first and the second semesters at American Language Institute at San Francisco State University. This institute helped me to improve my English because I had a chance to speak, write and listen to English everyday.
I have been to New York, Chicago, Washington DC, and Los Angeles when my school was off. I studied English almost one year and then decided to study my Master’s Degree in International Business at Lincoln University. All of my experiences will be useful in my studies because I can combine my experience in the marketing with a degree in business.
This is my first semester here and I hope to graduate my study within two years. I would like to spend a lot of my free time traveling around the world. Next trip, I will go to England to visit my friends and Japan to visit my cousin.
After I graduated my Master’s Degree, I would like to find a relevant job for here about two or three years to gain experience. I hope to combine my studies with a new job in the import and export field. When I return home, I would like to work for prestigious companies in that area to gain more experience for about two years. Building my own business is my ultimate goal in life. I will do it when I have a maturity and money for responsibility.
In conclusion, I chose to study abroad not only because I could learn more, but also because I wanted to talk with other people in the world, to see what they see, to feel what they feel and to live where they live. That way I could understand what they are thinking by standing in their place. I want my mind to be more open, to understand people all over the world better even though they are so different. Finally, to me, an MBA is a pre-requisite, as I believe it would place me on the right path and is the right tool for me to pursue business in the competitive real world.

Table of contents

About me : Autobiography "Cheng"

Summarize & Mapping in Essentials of Negotiation :

Chapter 1 : The Nature of Negotiation
Chapter 2 : Negotiation: Strategizing, Framing, and Planning
Chapter 3 : Strategy and Tactics of Distributive Bargaining
Chapter 4 : Strategy and Tactics of Intergrative Negotiation
Chapter 5 : Perception, Cognition, and Communication.
Chapter 6 : Finding and Using Negotiation Leverage.
Chapter 7 : Ethics in Negotiation.
Chapter 8 : Global Negotiation.
Chapter 9 : Managing Difficult Negotiations: Individual Apporaches.

Summarize & Mapping in Leadership Communication

Chapter 1 : Developing Leadership Communication Strategy
Chapter 2 : Creating Leadership Documents
Chapter 3 : Using Language to Achieve a Leadership Purpose
Chapter 4 : Developing and Delivering Leadership Presentations
Chapter 5 : Using Graphics and PowerPoint for a Leadership Edge
Chapter 6 : Developing Emotional Intelligence and Cultural Literacy to Strengthen Leadership Communication.
Chapter 7 : Leading Productive Management Meetings.
Chapter 8 : Building and Leading High-Performance Teams.
Chapter 9 : Establishing Leadership through Strategic Internal Communication.
Chapter 10: Leading throgh Effective External Relations.

Special Lecture :
21 Tips in Time Management
Six Techniques for Conflict Resolution

Glossary