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SOFT SKILLS RELOADEDbySílvia Machado
January 2016
COURSE CONTENT SUPPORTED BY
[Insert your logo here]
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A person can have the greatest idea in the world – completely different and
novel – but if that person can’t convince enough other people, it doesn’t matter.
Gregory BernsNeuroscientist, entrepreneur, professor and author
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At the end of this course you will be able to...
know what are soft skills understand the importance of soft skills in implementing and managing a business know what are the most important stakeholders involved in an entrepreneur initiative and their
expectations communicate effectively in business environments manage some technics in order to persuade people apply tested design principles to presentation documents improve presentation skills understand what emotional intelligence is, its benefits and challenges understand what empathy is and why is it important in an entrepreneurship context recognize different styles of leadership know the principles for negotiating effectively improve your networking capabilities
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Course’s structure
1 Introduction
2 Communication & persuasion
3 Presentations that matter
4 Emotional intelligence
5 Leadership
6 Negotiation
7 Networking
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Recommended reading I/II
Alison Wood Brooks (2015): Emotion and the Art of Negotiation. Harvard Business Review, December.
Anthony L Suchman (2006): A New Theoretical Foundation for Relationship-centered Care: Complex Responsive Processes of Relating. Journal of General Internal Medicine, Jan; 21(Suppl 1): S40–S44
Bill Bonnstetter (2012): New Research: The Skills That Make an Entrepreneur. Harvard Business Review, December.
Bill Bonnstetter (2013): The Skills Most Entrepreneurs Lack. Harvard Business Review, April.
Carmine Gallo (2010): The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience. New York: McGraw-Hill.
Daniel Goleman (2000): Leadership That Gets Results. Harvard Business Review, March-April.
Daniel Goleman (2004): What Makes a Leader? Harvard Business Review, January.
Daniel Goleman (2013): Focus: The Hidden Driver of Excellence. New York: HarperCollins Publishers.
Deepak Malhotra (2015): Control the Negotiation Before It Begins. Harvard Business Review, December.
Garr Reynolds (2008): Presentation Zen: Simple Ideas on Presentation Design and Delivery. Berkeley: New Riders.
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Recommended reading II/II
Garr Reynolds (2011): The Naked Presenter: Delivering Powerful Presentations With or Without Slides. Berkeley: New Riders.
Harvard Business Essentials: Negotiation (2003). Boston: Harvard Business School Publishing.
Harvard Business Press Pocket Mentor: Persuading People (2008). Boston: Harvard Business School Publishing.
Nancy Duarte (2010): Resonate: Present Visual Stories that Transform Audiences. New Jersey: John Wiley & Sons.
Nick Wreden (2002): How to Make Your Case in 30 Seconds or Less. Harvard Management Communication Letter, January.
Robin Williams (2008): The Non-Designer’s Design Book: 3rd edition. Berkeley: Peachpit Press.
Stephen Kosslyn (2007): Clear and to the Point: 8 Psychological Principles for Compelling PowerPoint Presentations. New York: Oxford University Press.
Stewart Friedman (2008): Total Leadership: Be a Better Leader, Have a Richer Life. Boston: Harvard Business School Publishing.
Travis Bradberry and Jean Greaves (2009): Emotional Intelligence 2.0. San Diego: TalentSmart.
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?Time for discussion
Questionson the lectureron module description
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
FOR YOUR ATTENTION
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INTRODUCTION
Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016
COURSE CONTENT SUPPORTED BY
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A person can have the greatest idea in the world – completely different and novel –
but if that person can’t convince enough other people, it doesn’t matter.
Gregory BernsNeuroscientist, entrepreneur, professor and author
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At the end of this lecture you will be able to...
Know what are soft skills
Understand the importance of soft skills in implementing and managing a business
Know what are the most important stakeholders involved in an entrepreneur initiative and their expectations
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Typically, what do fund managers expect from new businesses?
Two flops
SevenAlso-rans
One star
F rom any 10 i nves tments
B u t t h e y a r e o n l y l o o k i n g f o r w i n n e r s .
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It’s not easy to be a successful entrepreneur…
Startup failure rates range from 75% to 95%, and some are even higher
failed to return investors’ money75% fell short of goals
like revenue or break-even
95%
Source: study by Shikhar Ghosh, Harvard Business School: more than 2.000 fledgling enterprises that received at least $1 million in venture capital funding from 2004 through 2010
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Failure is the norm.
Shikhar GhoshLecturer at Harvard BS and top executive at some eight technology-based start-ups
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What are venture capitalists looking for when reading a business plan?
For the idea33%
For the management 33%
For the money34%
Source: Venture Capital Report, UK
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Before making the leap to a startup, ask these questions
How much funding does the company have?
How does the firm’s product or service fit into its industry?
What business experience do the principals bring to the table?
What’s the growth plan for the business 3, 6, 9, and 12 months out?
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Ingredients for building successful businesses
Behaviors
AttitudesValues
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Entrepreneurs tend to be single-minded with their strategies
— wanting the venture to be all about the technology or all about the sales,
without taking time to form a balanced plan.
Shikhar Ghosh
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The skills that make an entrepreneur
Source: Target Training International, Harvard Business Review
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The qualities that serial entrepreneurs lack most
Source: Target Training International, Harvard Business Review
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
FOR YOUR ATTENTION
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COMMUNICATION & PERSUASION
Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016
COURSE CONTENT SUPPORTED BY
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Be distinct… or extinct.
Tom Peters
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An entrepreneur needs to be insanely great in front of any audience
Steve Jobsin Macworld Expo 2007
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At the end of this lecture you will be able to...
communicate effectively in business environments
manage some technics in order to persuade people
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Communication defined
Communication is the process of exchanging ideas, facts or opinions by two or more persons.
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The communication process
Communicator
• Who?
Message
• Say what?
Medium
• Through which channel?
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Good communicators listen and observe
Successful communicationListening
Observing
SpeakingSpeech
Writing
Non-verbal
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Non-verbal signals reflect attitudes and responses
Non-verbal communication
Facial expression Body language
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ALMOST 80% OF OUR COMMUNICATIONS ARE EXPRESSED THROUGH BODY LANGUAGE
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Ten ways to use body language for effective communication
Control the emotions behind it Openstance
Arms bythe side
Openhands
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Most people respond to non-verbal communication signals
Behaviour Reason Circumstances Responses
Leaning forward ConcentrationIncreased emphasis
Important meetingNegotiation
Make points clearlyState your own case
Leaning back Taking time to thinkInviting expansionLooking for conclusion
After a proposition/ explanationTowards end of meeting
Allow silence thoughtWait for others to speak firs
Clasping both hands behind neck Extreme confidenceRelaxation
Non-threatening situationsIn charge of situations
Maintain openness of situationBe positive about your own case
Straight gazeNo head movement
Failing attentionDislike what is communicatedLack of cooperation
Disputed occasionsUnwelcome instructions
Ask for reactions/feelingsAsk for suggestions
Narrowing eyes DisapprovalDisbeliefDislike
Expects to challengePatience may be short
Allows expression of opinionShows that you acknowledge differenceGive your reasons
Source: Adapted from Communication Skills, 1996, by Carter Wendy
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A business owner uses communication skills all the time
Pitching an idea to potential investors
Dealing with potential advertisers
Teaching users how to use your product or service
Interviewing a potential candidate for a job in your company
Working out a new contract with a group of lawyers
Calling your employee’s attention
Negotiating more favourable terms with your suppliers
Proposing a new web design to your developers
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Four ways not to persuade
They attempt to make their case with an up-front, hard sell
How executives fail at persuasion
They resist compromise
They think the secret of persuasion lies in presenting great arguments
They assume persuasion is a one-shot effort
Source: The Necessary Art of Persuasion, by Jay A. Conger, HBR May– June 1998.
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Like power, persuasion can be a force for enormous good
in an organization. It can pull people together,
move ideas forward, galvanize change, and forge constructive solutions.
To do all that, however,people must understand persuasion for what it is
– not convincing and selling, but learning and negotiating.
Jay A. CongerNeuroscientist, entrepreneur, professor and author
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?Time for discussion
Questions & answers
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
FOR YOUR ATTENTION
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PRESENTATIONS THAT MATTER
Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016
COURSE CONTENT SUPPORTED BY
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To express yourself as you are is the most important thing.
Shunryu Suzuki
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At the end of this lecture you will be able to...
apply tested design principles to presentation documents
improve presentation skills
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Building presentations that communicate a message effectively
1
Prepare to speak to a particular audience
2
Show and tell
3
Plan in advance how you will direct
the audience’s attention
4
Don’t lose your basic
message by providing either too
much or too little
information
5
Prepare your slides to
function as your notes; don’t rely on your memory
6
Use the full range of
communi-cation
options
7
Build in breaks that allow the
audience to “come up for
air”
8
Prepare for questions
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A successful talk is a little miracle:
people see the world differently afterward.
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Introduction
Start with a bang
Build on the audience’s knowledge and concerns when you explain why your topic is important
Define the topic by providing a concrete example
Tell the audience what you want them to conclude
Provide a road map
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The body of the presentation
Tell a story
Make a slide that draws attention to the first entry in your outline
Prepare an outline for each part that has two or more subparts
Prepare a slide to draw attention to the first subpart
Define key terms
Provide concrete, specific evidence to support your conclusions
Conclude each part and subpart with a summary
After each part or subpart, highlight the entry for the next part or subpart in the outline to signal its beginning
Prepare demonstrations
Consider marking your progress with a banner or other signpost
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D O N ’ T P R O J E C T T O O M U C H E G O
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The wrap-up
Repeat the opening outline Prepare text and graphics to emphasize your conclusions
Set up a snappy ending
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Delivering the presentation
1
Speak to – not
at – your
audience
2
Face the
audience
3
Don’t rush it
4
Know what you can skip
5
Respond to questions
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Stories fascinate us.
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From the principles to the point
Principle of relevance
Principle of appropriate knowledge
Principle of salience
Principle of discriminability
Principle of perceptual organization
Principle of compatibility
Principle of informative changes
Principle of capacity limitations
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Chris Andersoncurator of TED
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10 ways to ruin a presentation
Common mistakes that TED advises its speakers to avoid
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10 ways to ruin a presentation
Take a really long time to explain what your talk is about.
Speak slowly and dramatically. Why talk when you can orate?
Make sure you subtly let everyone know how important you are.
Refer to your book repeatedly. Even better, quote yourself from it.
Cram your slides with numerous text bullet points and multiple fonts.
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10 ways to ruin a presentation
Use lots of unexplained technical jargon to make yourself sound smart.
Speak at great length about the history of your organization.
Don’t bother rehearsing to check how long your talk is running.
Sound as if you’re reciting your talk from memory.
Never, ever make eye contact with anyone in the audience.
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Presentations rise or fall on the quality of
the idea, the narrative, and thepassion of the speaker.
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It’s about substance,
not speaking styleor multimedia pyrotechnics.
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Nerves are not a disaster.The audience expects you to be nervous.
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?Presentations in action
Individual presentations of
business plans already developed
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Some web references
www.ted.com (TED Talks: amazing presentations)
http://on.ted.com/Turere (Richard Turere’s presentation)
www.youtube.com/watch?v=c_m2F_ph_uU (Steve Jobs: 2007 iPhone presentation)
www.youtube.com/watch?v=_KN-5zmvjAo (Steve Jobs introduces iPad - 2010)
www.colourlovers.com (colour combinations)
www.shutterstock.com + www.istockphoto.com (royalty-free images)
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
FOR YOUR ATTENTION
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EMOTIONAL INTELLIGENCE
Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016
COURSE CONTENT SUPPORTED BY
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Many people with IQs of 160 work for people with IQs of 100,
if the former have poor intrapersonal intelligence and the latter have a high one.
Daniel Goleman
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At the end of this lecture you will be able to...
Understand what emotional intelligence is, its benefits and challenges
Understand what empathy is and why is it important in an entrepreneurship context
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Emotional Intelligence defined
Daniel Goleman in Harvard Business Review, March-April 2000
The ability to manage ourselves and our
relationships effectively.
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Emotional Intelligence consists of four fundamental capabilities
Daniel Goleman in Harvard Business Review, March-April 2000
Self-awarene
ss
Self-manage
ment
Social awarene
ss
Social skill
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Each capability is composed of specific sets of competencies
Daniel Goleman in Harvard Business Review, March-April 2000
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Defusing an emotionally charged conversation with a colleague
By Anthony L Suchman (2006): A New Theoretical Foundation for Relationship-centered Care: Complex Responsive Processes of Relating. Journal of General Internal Medicine, Jan.
PEARLS: Using relationship-building statements for making the conversation more productive
Partnership
• “I really want to work on this with you.”
• “I bet we can figure this out together.”
Empathy
• “I can feel your enthusiasm as you talk.”
• “I can hear your concern.”
Acknowledgement
• “You clearly put a lot of work into this.”
• “You invested in this, and it shows.”
Respect
• “I’ve always appreciated your creativity.”
• “There’s no doubt you know a lot about this.”
Legitimation
• “This would be hard for anyone.”
• “Who wouldn’t be worried about something like this?”
Support
• “I’d like to help you with this.”
• “I want to see you succeed.”
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Technology is causing us more stress
(*) author of The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich.
Tips from Tim Ferriss * To avoid negative feelings associated with technology, take steps to control it
Turn off your devices for shorts
periods of time
• Your life won't implode, but expect a period of withdrawal or anxiety.
Leave your mobile phone and PDA at home one day a
week
• Maybe Saturdays.
Devise a "not-to-do list"
• For instance, don't check email before 10 a.m. Attempt to set some limits.
Accept the fact you can't respond to 500
emails a day
• A big part is getting over yourself. You don't have a superhuman email checking ability.
Learn moderation
• Make a note of how many times a day you check your email, or you scan your social networking sites. Realize when you have a problem, and make a practice of not being a slave to your devices.
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8 habits that help you stay calm, cool, and collected in any storm
By Christopher Bergland, endurance athlete, coach, author, and political activist.
Harnessing the vagus nerve and keeping it engaged to create grace under pressure
Visualize the Vagus Nerve Practice, practice, practice
Create flow by balancing skill and challenge Reframe priorities and values
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?Time for discussion
Questions & answers
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
FOR YOUR ATTENTION
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LEADERSHIP
Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016
COURSE CONTENT SUPPORTED BY
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Leadership is ultimately about creating a way for people to contribute to making
something extraordinary happen.
Alan Keith, Lucas Digital
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At the end of this lecture you will be able to...
Recognize different styles of leadership
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Great Man Theory suggests that the capacity for leadership is inborn
Characteristics
Charisma
Confidence
Intelligence
Honesty
Integrity
Creativity
Social skills
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Behavioral theories state that great leaders are made, not born
Country Club Manager
Team Manager
Midle-of-Road
Manager
Focuses on people's needs,
building relationships
Focuses on building participation and
support for a shared purpose
Focuses on efficiency of tasks and perations
Focuses on minimum effort to get work done
Concern for Production HighLow
Conc
ern
for P
eopl
eHi
ghLo
w
Focuses on balancing work output and
moraleImpoverished Manager
Authority-Obedience Manager
Blake & Mouton's Leadership Grid
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Behavioral theories state that great leaders are made, not born
Country Club Manager
Team Manager
Midle-of-Road
Manager
Focuses on people's needs,
building relationships
Focuses on building participation and
support for a shared purpose
Focuses on efficiency of tasks and perations
Focuses on minimum effort to get work done
Concern for Production HighLow
Conc
ern
for P
eopl
eHi
ghLo
w
Focuses on balancing work output and
moraleImpoverished Manager
Authority-Obedience Manager
Blake & Mouton's Leadership Grid
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Contingency theories say that the environment determines which style of leadership is best suited for the situation
Coercive•Coercive leaders demand immediate compliance
Authoritative
•Authoritative leaders mobilize people toward a vision
Affiliative•Affiliative leaders create emotional bonds and harmony
Democratic
•Democratic leaders build consensus through participation
Pacesetting
•Pacesetting leaders expect excellence and self-direction
Coaching•Coaching leaders develop people for the future
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According to this theory, no leadership style is best in all situations
Daniel Goleman in Harvard Business Review, March-April 2000
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According to this theory, no leadership style is best in all situations
Daniel Goleman in Harvard Business Review, March-April 2000
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“There is no leadership. Only effective management.”
Source: Vasconcellos e Sá, Jorge (2012); There is no leadership: Only effective management; Editora Vida Económica
Character Fortitude
Decision making (& execution)
Team-buildingThe effective
manager
Knowledge and skills
Temperament
Innate Innate and can be developed
+ developed– innate
+ developed– innate
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?Time for discussion
Questions & answers
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
FOR YOUR ATTENTION
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NEGOTIATION
Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016
COURSE CONTENT SUPPORTED BY
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In business, you don't get what you deserve,
you get what you negotiate.
Chester L Karrass
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At the end of this lecture you will be able to...
know the principles for negotiating effectively
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Fundamental framework for a successful negotiation
The alternative to negotiation
The minimum threshold for a negotiated deal
How flexible a party is willing to be, and what trade-offs it is willing to make
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How to establish that framework
BATNA
Reservation price
ZOPA
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The preferred course of action in the absence of a deal
estlternativeo aegotiatedgreement
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Improving your position
Improve your BATNA Identify the other side’s BATNA
Weaken the other party’s BATNA
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The reservation price
The walk-away
The least favourable point at which one will accept a deal
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The set of agreements that potentially satisfy both parties
onefossiblegreement
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ZOPA illustrated
ZOPA
€250K €275K
Buyer’s reservation priceSeller’s reservation price
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Tactics for getting the other side to negotiate
Offer incentives
Put a price on the status quo
Enlist support
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?Negotiation in action
Role-play simulation
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
FOR YOUR ATTENTION
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© Sílvia Machado 2016
NETWORKING
Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016
COURSE CONTENT SUPPORTED BY
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© Sílvia Machado 2016
Never waste a lunch.
Tom Peters
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At the end of this lecture you will be able to...
improve your networking capabilities
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Tips to help improve networking skills
Get off your computer
Forget you’re “working”
Set goals
Mind your manners
Elevator pitches still matter
Play to your weaknesses
Don’t hang onto business cards
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We have 20 lunches per month. 240 per year.
20 opportunities to start new relationships;
20 opportunities to nurture or extend old relationships;
20 opportunities to patch up frayed relationships;
20 opportunities to "take a freak to lunch"—and learn something new;
20 opportunities to test an idea with a potential recruit-alliance partner;
20 opportunities to get to know someone in another function;
20 opportunities to ... pursue or make a sale ... to gain a convert-champion for your idea or project.
By Tom Peters
© S
ílvia
Mac
hado
201
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© S
ílvia
Mac
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?Time for discussion
Questions & answers
© S
ílvia
Mac
hado
201
6
© S
ílvia
Mac
hado
201
6
© Sílvia Machado 2016
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THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia Machadoprofsilviamachado@gmail.com
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