Tag Archives: #Negotiation



Marketers can only measure things they can manage. Therefore, the authors developed the Sitecore® Customer Experience Maturity Model™ to walk people through the customer experience incrementally and to understand how to measure it.

Since connecting with customers is a goal that continually evolves, this model offers seven stages to map the customer experience and offers guidance on responding to customer behavior at each step. It matches marketing efforts with marketing objectives and reaches to all areas of an organization. The steps are:

1. Initiate: This is the beginning of the journey and often starts with a static website.

2. Radiate: Reach customers across channels, which often include a mobile website and social media.

3. Align: Digital goals are aligned with strategic objectives.

4. Optimize: Each point in the customer journey is optimized to be relevant to customers’ specific needs.

5. Nurture: Relate to customers based on their profile data so they can be nurtured.

6. Engage: Connect with customers across online and offline touch points. This step is challenging because it includes data from different parts of a company.

7. Lifetime customers: Use past customer data and predictive analytics to predict customers’ future needs




John P. Kotter

In the quest to best competitors, many companies undertake transformational efforts; unfortunately, these efforts often fail. This failure is due to errors in fulfilling one or more of the following eight critical steps to achieving successful transformations.

1. Establish a sense of urgency. The belief that transformation is required must be urgent and pervasive throughout an organization. For transformation to succeed, approximately 75 percent of the management team must be wholeheartedly committed to it. Most companies fail to do this.

2. Form a powerful guiding coalition. While the impetus for transformation can initially come from one or two people, a strong and skilled guiding group to spearhead the effort must quickly be established. A cross-company coalition is required. Leaving the task to a function, such as HR, is ineffective.

3. Creating a vision. For people to change, they must be engaged in a compelling and easy to understand vision of the future. Clarity and simplicity are key.

4. Communicating the vision. Given that hundreds or thousands of people must be engaged in the transformation, communication is critical. This communication must be clear, frequent, and pervasive.

5. Empowering others to act on the vision. Too often employees believe in their companies’ visions, but find obstacles when attempting to act on them. Sometimes this comes in the form of a disengaged manager who is resisting change. Companies must be prepared to remove obstacles that thwart employees’ ability to make required changes.

6. Planning for and creating short-term wins. Transformations can take years to complete. It is easy for motivation to waver over that amount of time. Planning for, creating, and showcasing early and even small wins will boost morale and motivation, keeping employees on board with changes.

7. Consolidating improvements and producing still more change. Companies are sometimes compelled to “declare victory” before changes have had a chance to become deeply entrenched in their company cultures. New processes, even though implemented, can easily be undone.

8. Institutionalizing new approaches. Change has truly been achieved when it becomes “the way we do things around here.” Conscious demonstrations of new approaches, behaviors, and attitudes help infuse and reinforce change within an organization’s culture. Ensuring the change is embraced and modeled by new managers moving up through the ranks helps embed the change in the culture as well.



Screen Shot 2015-08-12 at 6.52.59 pmAn elevator pitch is a classic technique whereby an individual sells something in a very short period of time. This is accomplished in three easy steps:

  1. Create a scene that demonstrates what problem the product solves.
  2. Pre-answer anticipated questions and concerns.
  3. Close the deal with an action step while asking for a commitment.

Individuals should avoid the common mistake of continuing to sell after someone has already bought. They must adopt the posture that they are doing the customer a favor, not the other way around.



Screen Shot 2015-08-10 at 3.35.37 pmLeaders who expect the best from themselves and others are able to deal effectively with challenges and issues. Limiting negative beliefs and expectations about themselves increases productivity and innovation. However, positive attitude is not going to drive results without a reward. There needs to be an incentive to get the required results.

For instance, if leaders want someone to volunteer to be on their team, they should let the volunteer choose the assignment rather than be assigned a task. This way volunteers will feel they are in control of their desirable assignments rather than stuck with undesirable chores. Choices keep good productive volunteers on the team, and they will be excited to sign up again the next time a project comes around.

There are three tips for titleless leaders to get the best results from others:

  1. Raise the bar. Leaders adjust to the levels of demands made on them and those around them. Pushing to exceed standards, leaders will find other people want to be around those who raise the bar and aim for higher achievements.
  2. Expect more – get more. Leaders who expect more from others and themselves will get it. They can encourage followers to show their innovation and resourcefulness by bringing out the best in them.
  3. Decide on the thoughts that fill the day. Leaders can change their days simply by thinking about the outcome. For example, if they think they are problem solvers, then they will figure things out. If they think the work will be difficult, then it will be.

Finish What You Start


Screen Shot 2015-08-08 at 8.21.27 pmFor many, the path to success begins with formal education could be Grad, Post Grad or Master in Philosophy. Lessons learned in that process can be applied to the corporate environment as well. Succeeding in college requires:

*Doing due diligence and carefully selecting the right school and program.
*Properly finishing what is started. Even if a class or program is dropped, it should be dropped in accordance with established procedures.
*Trusting one’s instincts about continued education (i.e.graduate school versus joining the workforce).
*Learning to love the concept of studying on regular basis

The following practices will help make the most of the formal education experience as preparation for a successful career:
*Tailor curriculum to the business sector one seeks to join.
*Create a written plan for managing both college and non-college commitments.
*Develop and maintain a good study environment.
*Know and use one’s best learning style (i.e VAK auditory, visual, kinesthetic).
*Ask questions and build relationships.
*Gain experience and volunteer.
*Celebrate successes and failure both.

Linking Business Strategy through Training & Development


As we have entered the 21st Century, there are serious question getting addressed in training and development by linking it with business strategy.  Based on a review and synthesis across a range of literatures covering management, organization, leadership, and training & development, this paper identifies (this paper was presented to ISTD FOR EHRD thinker award – received Gold medal for same) :

1 Focus of the research – aligning learning with business needs

2-How should organization develop and deliver a learning strategy? PhotoGrid_1431514470044

3-How future leaders to be nurtured for VUCA scenario (VUCA – Volatility, Uncertainty, Complexity and Adaptability) and can meet the organization’s goal.

The main purpose of this paper would be more on exploratory research in approach and would intertwine, how above mentioned elements are leading to great success in the organization and how can employees becoming stronger VUCA leaders to drive business. Evidence are drawn from case studies, literature and telephonic survey . It suggests that a new kind of people and their thoughts are needed and how training & development can be aligned with Business strategy in VUCA world, in the form of new VUCA MODEL – Vision, Understanding, Clear & Adaptability.

The research paper would focus on a framework toward people development models and to identify and foster the leaders in the  organizations need now and in the future.

Todays Vision for learnings and Trends 

There is a  big shift in thinking from a focus on delivering training (input) to learning at work (process) and its impact on performance (output). A serious attempt by an organisation to align learning priorities with business needs. This takes place both through personal discussions with executives, and through formal structures such as Training Committees at various levels.

  • The organization is developing varied metrics (both ‘hard’ and ‘soft’) for assessing the business impact of learning activities. Measuring ‘ROI’ is still espoused as the goal in some organization, but is not a very realistic ambition for overall investment in learning as opposed to specific interventions.
  • A shift in learning interventions for most staff towards shorter and more modular formal training, increasing provision of e-learning modules with greater reliance on on-the-job coaching.
  • A desire to offer more experiential learning through projects, secondments, career moves, etc, and more personal support – enriched feedback, coaching and mentoring, are examples.

Old ‘training’ wine in new ‘learning’ bottles?

There are good reasons why the issue of learning is high on the corporate agenda. An organization that learn and adapt are the ones best able to survive and prosper. There is also increasing evidence that development is a key factor in attracting and retaining high quality employees.  And, how far has the idea of ‘organizational learning’ been converted into something tangible and practical?

The term ‘learning’ is gaining in use with “development” of an organization, but is it just good old ‘training’ under a new name, or a signal of a wider and deeper understanding of the nature of learning at work.

Research questions  A set of more specific research questions was framed exploring learning strategy methods of supporting learning and delivering T&D activities, and the structure and resourcing of the learning function.

If you wish to read full paper, please mail me at anubha@prism-global.org, anubhawalia@gmail.com.

Influence : A tool of Persuasion


We all are using persuasion in our life. One of the key is its very important to Show your audience that you have a well-thought-out plan of action.  My question to you reader is, Can you identify your audience. Before you  persuade analyse your audience whether its a PhotoGrid_1431479256461-2

1-Supportive audience: you start with their support,

2- Uncommitted audience: neutral,

3- Indifferent audience: have to get them to pay attention

4-Opposed audience: against you before you start.

Once you determine what kind of audience you are going to deal with, than use Aristotle’s Appeals,  you will persuade your audience. Logic was designed for science “for the purpose of attaining the truth” 

Logos (logic) – Reason which begins with specifics and moves toward a generalization is inductive. Support your reasons with proof i.e

Facts – can be proven,  Expert opinions or quotations,

Definitions – statement of meaning of word or phrase ,

Statistics – offer scientific support,

Examples – powerful illustrations ,

Anecdote – incident, often based on writer’s personal experiences ,

Present opposition – and give reasons and evidence to prove the opposition wrong

Ethos (personal credibility) – convince your audience that you are fair, honest, and well informed.  They will then trust your values and intentions. Citing your sources will help this area, Honesty – Your audience is looking for you to have a strong sense of right and wrong.  If you have a good reputation with this people are more likely to listen to you,

Competency –  Meaning capable of getting the job done,

Energy –  Through non-verbals like eye contact and gestures,and  a strong voice and inflections, a speaker will come across as charismatic,

Pathos (emotions)- a carefully reasoned argument will be strengthened by an emotional appeal, especially love, anger, disgust, fear, compassion, and patriotism, *“feeling” the speech.

Screen Shot 2015-05-14 at 9.17.18 pm

 Anubha Walia is an International Trainer, Facilitator and OD Specialist, founder of Prism Trainings & Consultancy, specialises in Human Process Facilitation carries  15 +  years of rich experience at senior role  in Trainings & Quality. Her expertise includes  Followership & Leadership, Team building and Quality Change Agent specialist.

Why Negotiation fails


Hi friends, I have been training on the most required topic on Negotiation skills in various industry to Senior and  middle management. Indeed the most interesting required subject, used by each one of us on day to day basis but sometimes FAILS or its not as per our value …… It becomes difficult to be working towards Creating Value or Claiming value. Expanding your pie is a great task in negotiation by making other party happy too. But Still Why Negotiation fails. Great thoughts from my trainees who actually helped in pen down what usually lacks in failed negotiation :

– Lack of Preparation

-Fail to use tactics ( Poor little me, Nibble, Straw Man, Switching, Good cop Bad cop….)

-Understanding need of other and

-Competing approach

Please remember – No two negotiations are same but it all depends on whats your own goal with the negotiation you are dealing with. I have always works on  22 ‘don’ts’ from Krauthammer’s Research and Development cellar.i.e

  1. make this a single-issue process – “price agreement or nothing”
  2. be single-intention when considering a particular element, such as price, “this price, no lower/no higher or nothing”
  3. horse trade – unless of course, you are selling a horse
  4. unveil or limits too early – or bluff on those limits
  5. force an agreement to the detriment of the relationship (‘one-shot’ versus ‘partnership’) – this approach will also mean that even this particular agreement is a fragile one
  6. consider the goal as being a one-side victory – for your side
  7. underestimate, or fail to foresee, what the consequences of a breakdown could cost
  8. put out all your arguments from the beginning (the ‘bombardment through argumentation’ approach)
  9. talk to fill the gaps
  10. fail to understand the ‘why’ behind the reaction of the other party
  11. polarise your behavioural approach using EITHER ‘hard approaches’, like battle or power, OR ‘soft approaches’, like exchange or circum navigation
  12. accept no concessions
  13. neglect to seek a quid pro quo for every concession you make
  14. give nothing away, when the other party considers it important that you should
  15. insist upon or demand something which costs the other party
  16. block on a disagreement
  17. use moral blackmail
  18. seek only your personal interest
  19. mask your interests and reveal nothing
  20. focus on standpoints
  21. devalue or denigrate the product, service or offer of the other party to heighten your own power so as not to expose yourself to a block “in that case, no sale!
  22. shy away from confrontation and contestation where this is clearly called for.

IMG_0799Anubha Walia is leading Trainer in Negotiation skills training with other key topic i.e Team Effectiveness, Creative problem solving, Leadership. Founder of Prism Trainings and Consultancy, she has not only worked with some top brands in India and Abroad by  Human Process Intervention and but also her impressive client portfolio has made her stand apart by her engaging skills with participants. http://www.prism-global.org