The old adage states: "Your reputation follows you around".
I disagree. I think your reputation runs out ahead of you. And, the worse it is, the faster it runs, and the farther out in front of you it goes.
Today, I am returning to an earlier theme in order to explore this often-overlooked piece of the negotiation success puzzle.
When I am asked for advice relating to negotiation or conflict management, I am typically asked questions about the what kinds of strategy moves can boost the "substance" or "content" of the negotiation. Rarely, however, does anyone ask about the impact of any given strategy on their reputation or credibility.
What is ironic about this is that, through my years of experience working in many different settings around the world, a person or group's reputation and credibility are consistent important predictors of how much "influencing power" they will have. BUT, most of us put very little focus on this as we plan and carry out our strategy.
From the executive suites of global companies, to the offices of the World Health Organization in Geneva, to the National Ministry of Health in Kenya, I have seen this pattern repeat itself. These two variables have a significant impact on your power to persuade. Another key factor is the strength of the interpersonal relationship between and among individuals, as measured by the level of goodwill, trust, and respect that exists.
These are key currencies you trade on. If you don't have this, the only currency left is force. Force, of course, can produce a result. And, it is typically accompanied by resentment and a desire to even the score somehow. This does not tend to produce sustainable, positive outcomes.
Therefore, if you are interested in improving your power to persuade, I recommend strongly that you invest proactively in building your reputation as a trustworthy, Do you really want people coming into negotiations with you with THAT kind of a frame? Armour on, weapons at the ready?
The next obvious questions that surface are: how does one build credibility, and, what kind of a reputation is a good one to have? I will address this in my next entry.
“BUT, most of us put very little focus on this as we plan and carry out our strategy.” you said
It’s not about planning to enhance reputation or increase influence it’s about BEING—in relationship with yourself, in congruence between who you are and what you want to do accomplish with others…so on rereading we are actually aligned I think
So Peter, on a related topic, I was given “In Praise of Slow” for Xmas in 2005 and read it…so in honour of slowing down, be my guest at dinner somewhere one night when you are in Toronto/Mississauga and let’s catch up. Janet Will likely take us 6 months to find a time that works…so much for slowing down!
Wow, that’s a really celver way of thinking about it!
Thanks very much. I’m glad you found it interesting!
Hello Janet!
So sorry it has taken me this long to respond to your comment. I wonder if I could use “In Praise of Slow” as an excuse. No, not really. I simply have not been checking in. I apologize.
As for your very thoughtful comment, I agree with your view completely – who we are BEING has as much impact as what we are DOING (or more) – and the two need to be congruent.
Thank you also for your lovely dinner invitation. I will take you up and it and will get in touch next week.
Warm regards,
Peter.