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The Newsletter | Edition 045
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In our Off-White Papers, we provide practical guidance on how to respond to our rapidly-changing world. This weekly newsletter explores those topics in real-time, with information and action steps on how to make progress now.
IN TODAY'S NEWSLETTER...THE NEW NEGOTIATION
For many, negotiation has an intimidating connotation. At its core, the term indicates some form of discussion between two or more parties in which a beneficial solution for all is determined. And everyone's trying to it to go their way. But today, has a shift in cultural values determined a new set of skills and savvy needed to get what you want? And if so, what does the "new negotiation" mean for businesses today?
- Learning to negotiate with yourself, from Camille Drucker
- Staying true to what you stand for, from Zach Visotsky
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Rethinking company hard lines, from Terri O'Connell
And this time, our illustrations from Nora Mestrich.
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FLEXING YOUR INNER NEGOTIATORFrom Camille Drucker
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TL;DRIn his 1970 book Future Shock, futurist Alvin Toffler prophesied: "the illiterate of the twenty-first century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn." 50 years later-in a polarized cultural landscape known for its intense aversion to (perceived) inconsistencies of thought and action-Toffler's prognostication gives us something to chew on.
WHY IT MATTERSAt its core, negotiation is about learning; it's about achieving progress through the consideration of unfamiliar perspectives and the embrace of new possibilities. And companies thrive on negotiation: the ability to negotiate with-or learn from-divergent market forces and stakeholders remains key to business adaptability, ingenuity, and long term relevance.
Organizations are also little else than amalgams of people. And if we're losing the capacity to interrogate our beliefs-to negotiate with ourselves-it's tough to imagine how we can continue to shape businesses that "learn, unlearn, and relearn" effectively enough to sustain optimal performance.
ONE THING YOU CAN DO RIGHT NOW
Practice self-negotiation, and encourage teams to interrogate their POVs on an ongoing basis.
WAYS TO TRAIN YOUR INNER NEGOTIATOR
- Frequently ask yourself whether and how you might plausibly be mistaken
- Make a point to acknowledge the elements of 'opposing' stances, which you can respect
- Try building as many solutions as possible with cross-functional teams
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WILLING TO WALK AWAYFrom Zach Visotsky
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TL;DRIn advance of the French Open, Naomi Osaka announced that she wouldn't participate in post-match media events due to the negative impact on her mental health. Following a first-round victory, Osaka answered three on-court questions before staying true to her word and skipping the media conference. Hours later, she was fined and warned of more severe penalties if she continued to sit out of her media obligations. Rather than compromise her mental wellbeing, Osaka withdrew from the tournament, sharing a message on social media with her plan to take time away from the court and work with the tour to create a win-win media experience for all parties (players, press, and fans) moving forward.
WHY IT MATTERSOsaka's withdrawal serves as a critical reminder that there are definite times to stand your ground in negotiation and uphold firmly held beliefs. For Osaka, protecting her mental wellbeing was non-negotiable. As demonstrated by the tennis star, standing your ground or walking away from a negotiation doesn't need to be a self-aggrandizing gesture-it can be done thoughtfully in a way that not only reinforces one's character and priorities, but gracefully expresses consideration for others.
ONE THING YOU CAN DO RIGHT NOW
Identify and socialize your non-negotiables.
TIPSWhile protecting mental health should be a universal priority for all employees and businesses, there are more personal or circumstantial non-negotiables in the workplace that we might not consider without being proactive.
- Take time to think about your non-negotiables, and why they are in fact non-negotiable
- Find the right moment and medium to share non-negotiables with co-workers (e.g., at a project kick-off, company offsite, or in an employee working style manual)
- Remain conscious of other's non-negotiables, and work hard to circumvent situations that might threaten them
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FLEXIBLY NEGOTIATING From Terri O'Connell
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TL;DRAs vaccination numbers increase, organizations are getting serious about what a return to the office could look like, and employees are preparing to renegotiate ways of working with a focus on flexibility and control over their working location.
WHY IT MATTERSAccording to a recent WeWork and Workplace study, 75% of employees are willing to forgo at least one benefit or perk for the freedom to choose their work environment. While 64% consider office space so valuable they would be willing to pay for it.
Interestingly, it was those who reported feeling highly satisfied and engaged in their work who wanted to spend more time in other locations outside their company HQ and home. Which could mean employers who don't offer hybrid options will be missing out on an opportunity to improve key business outcomes, as Gallup identifies a direct correlation between engagement, profitability, and productivity.
ONE THING YOU CAN DO RIGHT NOW
Learn to start relaxing hard lines around flexible working at your company, one small step at a time.
THOUGHTSThe pandemic has forced organizations to rethink the requirements for a company to run well, and it's become apparent that working from a single location is not one of them. Employees have more leverage than ever before as big players start to emerge with a point of view on flexible working. What's yours?
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