Negotiating and influencingSkills for police communicators

Introduction

Successful negotiating and influencing magnifies the impact of your professional knowledge and experience

As a police communicator, you probably already negotiate and influence every day!

We will share those experiences and discuss some tips to hone your skills

Definitions

What does negotiating and influencing mean to you?

Negotiation• “A process where two or more parties discuss their differing

views and try to resolve an issue affecting all the parties”

Influence• “A party’s ability to persuade the others to reach an agreeable

outcome”

Types of negotiationFormal (usually written and planned in advance)

• Terms/prices for a purchase• Agreeing objectives for a communications strategy• Terms and conditions for a new job

Informal (often verbal and/or ad-hoc)• Changing the approach taken by a journalist• Gaining support for an idea• Persuading an officer to be interviewed

When have you had to negotiate and influence?

Preparing for negotiationResearch the context and external factors

What’s your desired outcome?• Needs – what you cannot do without

• Wants – what you would prefer to have

• Motives – reasons behind needs and wants

What’s the other party’s desired outcome?

Prepare evidence to support your outcome and/or challenge the other party’s

What were your needs, wants and motives - and those of the other party?

Potential outcomes

Win/Win• The outcome is agreeable to both parties

Win/Lose• One party achieves the outcome they want

Lose/Lose• The outcome meets neither party’s objectives

No agreement• No outcome can be reached

Compromising for a Win/Win

Both parties must feel benefit for a compromise to work• Exchange ‘wants’ to ensure

you both meet your ‘needs’

Only compromise for a Win/Win• Why compromise if someone

still ‘loses’?

Is Win/Win always the best outcome?

Benefits of a Win/Win outcome• Both parties leave in agreement, even if they don’t achieve all

they wanted• Foundation for lasting, trusting relationships

Sometimes a Win/Lose may be acceptable• Short-term relationship• Quick outcome needed• Issue too critical to compromise

What was the outcome in your example? Did you compromise?

Negotiation tips

Agree agenda and time available

Listen carefully to other party

Ask questions to build understanding

Refer to preparation, but be ready to adapt

Clarify their wants and needs

Look for points of commonality

Use evidence not emotion – remain calm!

Fairly consider their evidence

Leave with agreed actions and timescales

Negotiation pitfalls

Compromising too early or for little return

Talking too much and failing to listen

Making assumptions, rather than clarifying

Failing to adapt your initial analysis

Not respecting others’ views

Lying or exaggerating your evidence

Taking things personally or ‘point-scoring’!

Desire to reach agreement regardless• Adjournment is sometimes the better option

Negotiation skills vs. ability to influence

Police communicators inherently have many of the essential skills for negotiation• Researching evidence to support your cause• Preparing persuasive messages• Communicating clearly, including listening

But you may not feel you have enough influence, even inside your Force…• In very hierarchical organisations like the police, rank can

intimidate and may lead to seniority of parties being the decisive factor

Experience + knowledge = influence

Situational status• “The relative status of an individual in a particular situation,

based on the role they are performing in it.”

Your experience and knowledge can be a more powerful influencer than seniority• You are the communications specialist!• Would the person you are negotiating with discount a specialist

from another field, such as a finance expert or scenes of crime officer?

• If they ignore your advice, they carry the risk!

Balance of power

Identify who has the most power• What’s the status quo? Who does this favour?• Who has the most to win or lose?• What track record do you both have?

You may choose not to negotiate• If the status quo already favours you• If your balance of power isn’t similar or equal

In your example, was situational status apparent? Who had the most power?

We’re only human!

Negotiating and influencing is ultimately an interpersonal skill, not a hard theory• People we like have more influence over us than people we don’t!• Personality effects your level of influence

Work out the other party’s personality traits• Preference for stats or anecdotal evidence?• In it for personal gain or organisational benefit?• Are they risk-averse? Can you minimise risk?• Are they open to change?

Did personalities affect your example?

Increasing your influence: Shorter term

Be friendly, professional and firm if needed

Build rapport• Remember names (record them if you need to)• Positive reinforcement and empathy: “That’s interesting but...” not

“You’re wrong because...”• Active listening skills (signal your attention)• Non-verbal communications, such as mirroring

Be yourself, play to your strengths

Be aware of the ‘politics’ even if you don’t want to get involved in them!

Increasing your influence: Longer term

Circle of champions• Built through fair interactions over time, even if the other party

initially disagreed with you• Advocates will build your influence indirectly

Choose the right time to influence• When the other party is receptive and/or the balance of power is in

your favour• When the outcome really matters

Continually horizon-scan• Monitor your Force’s context and internal politics• Identify issues requiring negotiation and initiate it

Further information

Try the books above (or others!)

Research ‘Choice Architecture’ online

Discuss successful N&I with colleagues

Discuss as a development area with your manager

Any questions?

Nick ClokeHead of Media &

Corporate Communications

@nickcloke