Deborah M. Kolb
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About Deborah M. Kolb
Negotiating At Work author Deborah M. Kolb is a foremost authority on leadership, negotiation, and gender.
Deborah--a globally recognized advisor to many of today's most senior women and organizations--is a revered professor, acclaimed author, and media commentator.
Deborah is also an in-demand speaker to Fortune 1000 companies, top associations, women's groups, and more where she helps audiences address the real issues that keep women and high-potential leaders from advancing faster--and in greater numbers--to the top. Audiences gain many benefits from her work as they learn to:
* Understand the hidden barriers that often go unrecognized in organizations
* Develop new concrete strategies and skills required to navigate these barriers
* Secure wins for high potential leaders and those around them that become big gains for the organization as a whole
For more, visit DeborahMKolb.com.
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Books By Deborah M. Kolb
A Woman's Guide to Taking Her Place at the Leadership Table
"It's time for women to take their places at the leadership tables alongside men. Why? Because the skills we developed at the foot of the table—bringing people together, building bridges across differences, and thinking outside the box—are in great demand. But to use this time and these skills to the greatest advantage, read this book. The authors have set a great meal for you...just devour it."
—Marie C. Wilson, president and founder, The White House Project
"Does she have the right stuff? That question follows women whenever they are promoted to visible leadership positions. Her Place at the Table lays out the pragmatic moves that can help any woman in business show she has the right stuff. I encourage all women with leadership aspirations to use this book as a guide."
—Patricia Fili-Krushel, executive vice president, Time Warner
"Women roar—they are the leaders we need in corporations today, but there are still some barriers. This book will help individual women negotiate what they need to succeed as leaders and help their firms support them in their efforts. That way we all win!"
—Tom Peters, management consultant and author, Reimagine! Business Excellence in a Disruptive Age
For more information about Her Place at the Table or a group discussion guide, visit http://www.herplaceatthetable.com.
Completely Updated with a New Introduction by the Authors
Understand the context of negotiations to achieve better results
Negotiation has always been at the heart of solving problems at work. Yet today, when people in organizations are asked to do more with less, be responsive 24/7, and manage in rapidly changing environments, negotiation is more essential than ever. What has been missed in much of the literature of the past 30 years is that negotiations in organizations always take place within a context—of organizational culture, of prior negotiations, of power relationships—that dictates which issues are negotiable and by whom. When we negotiate for new opportunities or increased flexibility, we never do it in a vacuum. We challenge the status quo and we build out the path for others to negotiate those issues after us. In this way, negotiating for ourselves at work can create small wins that can grow into something bigger, for ourselves and our organizations. Seen in this way, negotiation becomes a tool for addressing ineffective practices and outdated assumptions, and for creating change.
Negotiating at Work offers practical advice for managing your own workplace negotiations: how to get opportunities, promotions, flexibility, buy-in, support, and credit for your work. It does so within the context of organizational dynamics, recognizing that to negotiate with someone who has more power adds a level of complexity. The is true when we negotiate with our superiors, and also true for individuals currently under represented in senior leadership roles, whose managers may not recognize certain issues as barriers or obstacles.
Negotiating at Work is rooted in real-life cases of professionals from a wide range of industries and organizations, both national and international.
- Strategies to get the other person to the table and engage in creative problem solving, even when they are reluctant to do so
- Tips on how to recognize opportunities to negotiate, bolster your confidence prior to the negotiation, turn 'asks' into a negotiation, and advance negotiations that get "stuck"
- A rich examination of research on negotiation, conflict management, and gender
By using these strategies, you can negotiate successfully for your job and your career; in a larger field, you can also alter organizational practices and policies that impact others.
Each time people bargain over issues -- a promotion, a contract with a new client, a bigger role in decision-making -- a parallel negotiation unfolds beneath the surface of the "formal" discussion. Bargainers constantly maneuver to determine whose interests and needs will hold sway, whose opinions will matter, and how cooperative each person will be in reaching an agreement.
How the issues are resolved hangs on the actions people take in the shadow negotiation, yet it is in this shadow negotiation that women most often run into trouble. The most productive negotiations take place when strong advocates can connect with each other. Good results depend equally on a bargainer's positioning her ideas for a fair hearing and on being open to the other side's point of view. But traditionally women have not fared well on either front. Often, they let negotiable moments slip by and take the first "no" as a final answer, or their efforts to be responsive to the other side's position are interpreted as accommodation. As a result, women can come away from negotiations with fewer dollars, perks, plum assignments, or less say in decision-making than men.
To negotiate effectively, women must pay attention to acts of self-sabotage as well as to the moves others make in the shadow negotiation. By bargaining more strategically, women can establish the terms of their advocacy, their voice, and at the same time encourage the open communication essential to a collaborative discussion in which not only acceptable, but creative, agreements can be worked out.
Written by Deborah M. Kolb and Judith Williams, two authorities in the field, The Shadow Negotiation shows women a whole new way to think about the negotiation process. Kolb and Williams identify the common stumbling blocks that women encounter and present a game plan for turning their particular strengths to their advantage. Based on extensive interviews with hundreds of business-women, The Shadow Negotiation provides women with a clear, insightful guide to the hidden machinations that are at work in every bargaining situation.