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道,领导也。领导必需要不断呼唤,教导下属以及以身作则。下属的过和错皆因领导懒惰。

 
 
 

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Business negotiation ethics  

2014-07-31 14:44:57|  分类: Business ethics |  标签: |举报 |字号 订阅

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Background:

1) No one has all the resources or know-how to complete a sizeable (or big) project. Therefore, more than one party has to come together to offer their expertise or resources to work together hand-in-hand to complete a project on-time, within cost and meeting the desired quality.

2) Nowadays, the business world has evolved into a very complicated web requiring lots of specialized providers who produce a wide range of different services. For example, a simple service such as printing name card involves an art work designer to design the name card, transform the artwork into a software format that can be printed in bulk with minimum losses, at least a A3-size paper document digital ink printing machine, a marketing personnel who coordinates the requirements of the customers through this web of service providers. 

With the above in mind, all business negotiations must be carried out with the following principles. 

The first principle: Collaborative spirit

In all business negotiation, the spirit of collaborative must be firmly ingrained in the mind of all parties who had come to the negotiation table. The conduct of all parties must be strongly entrenched on the spirit of collaboration, the terms and conditions must be executed though unity of effort, and NOT capitalizing on one’s strengths to bully the lacking of the other party. In the first place, if the other party is not lacking in ability or resource or knowhow in the skills that you have, you shall not be given a chance to be a party to the business negotiation. Second, you are not going to benefit from the business opportunity that provided by the other party should you do not prove a positive spirit of collaboration right from the beginning of the business negotiation.

The second principle: The willingness to offer something

If you have nothing to offer, please decline and do not attend the business negotiation. It is a waste of time for both parties. Why? The other party is ONLY interested in knowing what you have to offer. An offer is something that benefits the other party in making the overall project move forward, or in simple words, something he needs in order to complete his tasks. If you have nothing to offer, you are going to disappoint the other party and at worse, you paint in the other party’s mind a very poor impression of your ability or professionalism.

Therefore, right at the beginning of the business negotiation, each party must clearly specify what he has to offer to the other party. Only when both parties have accepted the offer (and perhaps, counter-offer) of the other party, the meeting shall move on to the next stage, that is, go through the details of the business contract. 

The third principle: Terms and conditions must be fair to both parties

In all business negotiations, though acceptance of the other party's offer is of primary importance, the subsequent details of the contract broadly classified as terms and conditions to the contract must be worked out with care and full spirit of collaboration. Both parties must feel each and every one of the terms and conditions is justified and mutually understood as the fundamental responsibility of both the participating parties and the negotiation must be carried out without an element of the slightest idea of bullying or pressuring the other party to take on task that is unreasonable or deceitful in nature.

There is no point squeezing the other party over the details of the terms and conditions because it is going to create a bad impression of you at the negotiation table and at the same time, the spirit of collaboration is broken before the contract is even concluded. Always remember, a contract must be a win-win situation for both parties. Otherwise, why should a party comes to the negotiation table to be the suckers? No one wants to be on the losing end, do you?

The fourth principle: Deviations must be resolved amicably

A timely delivery of the project and meeting the quality specified is of prime importance because it amounts to one’s personal honor and respect for the other party. Should a party finds that there is a need to re-look into the contract, especially the project specifications, both parties must come together with the full spirit of collaboration to resolve the deviations amicably and without the slightest hint of pushing away responsibilities.

Do not ever think that it is wise, clever or street-smart to out-smart the other party by purposely leaving vagueness in the contracts during the initial stage of the business negotiation and assume the other party will fall into the traps laid down by you. It is going to be a huge pain for you later when the other party tries to save himself from being bullied or felt being deceived and getting back to you, tooth-for-tooth and eye-for-eye.     

Recommended reading:

He who is good at deploying his subordinates will not arbitrarily issues instructions. He who randomly or frequently issues instructions to his subordinates do not know how to make good use of the talents of his subordinates and perhaps, do not even know how to assign duties to them.

These are the four common grounds where effective leaders try to achieve even though they seem a little too profound and not easy to understand. First, effective leaders understand the importance of give and take and thus, effectively back away from hotly contested issues. Second, effective leaders know how to reconcile or compromise on heated dispute or differences in opinions. Third, effective leaders place utmost importance to harmonize and complement each other in order to mutually enjoy as a result of the completion of the tasks/project, the same level of compliment, recognition and glory. Fourth, effective leaders do not make any significant difference between them and their subordinates, and should such a difference in status or honor or credits appears, they quickly water it down as mere insignificance. These are the four profound and by far, not easily understood principles of concerted efforts, full cooperation with unity of purpose and everyone is fully dedicated to a common purpose.

Therefore, when you meet with a difficult issue on hand and clearly know that you are not getting the desire result, you must:

1)       go down personally and dirty your hands;

2)       take the necessary actions to remove the obstacles in order to go forward smoothly;

3)       smoothen the executions of the plan of actions in order to ensure the implementation of the plan or program gets on swiftly and smoothly;

4)       readily accept failure and assume full responsibility over the potential damages;

5)       pay more attentions and value every fine details of each problem;

6)       be humble and work on the issue on hand in complete humility.

This is why I acknowledge it is our subordinates who are the most valuable and indispensable.

Summing up, when you have to treasure your subordinates, all the more you must treasure your collaborating partners.

The original of the English translation is obtained from url http://ericwoonct.blog.163.com/blog/static/181911362201262753358345/   

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