Getting to Yes with Yourself: (and Other Worthy Opponents) by William Ury

Getting to Yes with Yourself: (and Other Worthy Opponents) by William Ury

By William Ury

William Ury, coauthor of the overseas bestseller Getting to Yes, returns with one other groundbreaking ebook, this time asking: how do we count on to get to convinced with others if we haven’t first gotten to certain with ourselves?

Renowned negotiation professional William Ury has taught tens of millions of individuals from all walks of life—managers, attorneys, manufacturing unit staff, coal miners, schoolteachers, diplomats, and executive officials—how to turn into larger negotiators. through the years, Ury has found that the best crisis to winning agreements and pleasurable relationships isn't the different facet, as tough as they are often. the largest main issue is absolutely our personal selves—our average tendency to react in ways in which don't serve our precise interests.

But this predicament may also develop into our largest chance, Ury argues. If we discover ways to comprehend and effect ourselves first, we lay the foundation for knowing and influencing others. during this prequel to Getting to Yes, Ury bargains a seven-step way to assist you achieve contract with your self first, dramatically bettering your skill to barter with others.

Practical and potent, Getting to certain with Yourself is helping readers achieve stable agreements with others, boost fit relationships, make their companies extra efficient, and dwell way more enjoyable lives.

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Secondly, is how this influence or power is used. The first rule of corporate politics states that whoever has the most power, always wins. Except that it is not always obvious where the power lies. It is a complex combination of different factors as shown in diagram 2, below. Figure 5 – The balance of power Let us not be naive here. To be successful in managing your network and influence, you need to understand the political currents within your organization. There are many situations which generate strong internal political currents.

And similarly if the activity was not carried out well that there would be negative consequences. In fact, we often see that positive actions have negative consequences and negative actions have positive ones. A good example came from the customer care department of one of our clients. An incident manager we know was particularly good at handling difficult, awkward and sometimes rude customers. So you can probably guess that the reward that he got for his skill was to spend all day handling difficult customers.

And, finally, treat every discussion with the business as an opportunity not to be missed. Building rapport with business managers is the first step. But to get things done, every manager needs credibility. With credibility comes opportunity and with opportunity comes success. Credibility is a key leadership attribute. It is at the heart of much of business and its most valuable weapon. Without it, failure is guaranteed. Credibility means that others believe and trust what you are saying, and consequently seek your opinion.

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