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.But when you fall in love, brothers and sisters, you will know all about it.Right off the bat.Boom! That's what serious negotiations are like.It's prob-ably happened once or twice, right?MANAGEMENT BARGAINING VS SERIOUS NEGOTIATIONSDo not mistake serious negotiations with management bargaining.Theyrequire very different skills.All great companies, all well-run organisations, need great managers andgreat staff.That much, at least, is pretty obvious.You forget it at your peril.But the acquisition of managers who can bring a sense of mission to evenmundane tasks, who can identify' potential candidates, nurture late bloomers,fire dullards and whiners and adapt to changing circumstances - that search-ing, identifying and nurturing is not about negotiating.It's about setting anexample of true meritocracy in a company where nepotism hasn't a chanceand where those who wish to succeed are given every opportunity andencouragement to do so.So far, so straightforward.Similarly, all organisations are a reflection of the people who start them.This sounds crazy, but history has shown it to be true.The effects of evenlong-dead founders often linger for decades.I'm told by Hollywood filmbuffs, for example, that MGM movies in the old days were normally slightlyless 'dark' than Warner Bros movies.It was the 'house style', a style that hadfiltered down from the original founders over the years and somehowpervaded individual directors, producers and even actors at each studio.The only 'style' I assume you're interested in developing is an efficientmoney-making machine which is also a great place to work.That's a wise andlaudable aim, but however necessary, however laudable, such aims are, theybelong in the realm of senior- and middle-management problem-solving.Please remember: you are not reading this book to become a successfulmanager.Managers rarely become rich.Most managers are lieutenants.You,on the other hand, have to keep you eye on another ball - several otherballs,in fact.You may well have to masquerade as a manager (for a short while) on theway to becoming rich, and you should strive to be a good manager whiletherole is forced upon you.But even if you discover that you truly have atalentfor the minutiae that management: demands, it's best to abandon therolejust as soon as you can afford to hire appropriate personnel.You just will not have the time to choose who gets to work in whichoffice, where the Christmas party should be held or what companypolicyshould be regarding the provision of in-house tea and coffee facilities.If,asthe owner, you do find you have the time to involve yourself in suchdeci-sions, then I have news for you.Your organisation is in deep trouble.Personally, I don't think I was a very good managing director or CEO ofany of my companies, so my advice concerning your choice of middlemanage-ment is limited to the following: the world is full of aspiring lieutenants.Mostpeople seek job security, job satisfaction and power over others far morethanthey seek wealth.And thank goodness for that.If all the great managersin theworld were dead set on becoming rich, and willing to take the necessaryrisksto do so, there would be little hope for the likes of you and me.Management efficiency really does count, of course: loyalty counts, fair-ness counts, a steady disposition counts, a sense of appropriatecompromisecounts.An organisation will fail without managers who apply suchvirtuesconsistently.But they are not necessarily attributes you should inviteinto theroom during a series of tough negotiations when the big money is onthetable and your future is on the line.They are the attributes of first-classmanagers.Not negotiators.Serious negotiations are very different from day-to-day bargaining andshould be approached differently.They imply a weakness in the positionof atleast one of the parties involved in the negotiations, unlike day-to-daybargaining, where no such weakness need exist.The first thing to bedone,perhaps the most vital thing, is to establish exactly where thoseweaknesses lie [ Pobierz całość w formacie PDF ]