Managing Sticky Situations at Work

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Sticky Situations with Clients 75franchise. Undoubtedly if Anthony turns down the opportunity, Petewill find someone else for these unknown people to franchise. WhenAnthony thinks about it, however, he recognizes that few people offeras high a quality a product as his. Indeed, the appeal Pete offers to theinvestors is Anthony and his business. If Anthony turns Pete down,Anthony, himself, could find others willing to put up money for afranchise.PERSONALITY OVERLAYIn all likelihood Pete is not a Technical whose cautious personalitywould never lead him to a venture as risky as a franchise. Pete is probablynot a Sympathetic because a Sympathetic would naturally helpsomeone out, without asking for a ‘‘finder’s fee.’’ Pete, therefore, islikely either a Bold or an Expressive. We know he is a people connectorand a persuader. Such characteristics typify an Expressive personality.He definitely has Bold characteristics as well because Bolds never shyaway from risk and would naturally ask for a kickback.Knowing that Pete is likely an Expressive/Bold enables Anthonyto plan his SIJR Conversation in order to create an atmosphere ofnegotiation.SAY IT JUST RIGHT CONVERSATIONAnthony decides to go see Pete the next day.‘‘Pete, let’s talk some more about the proposition you brought tome yesterday. I must say, you took me by surprise. I’d like to learnmore about what you have in mind.’’ (Invites Pete to talk.)‘‘Sure thing. I talked to these guys, like I told you. They have reallydeep pockets and are interested in investing in some kind of restaurantventure. I told them about you and how my dad has worked with youfor so long and trusts and respects you. They were intrigued bythe simplicity of your operation. Anyway, they want to talk and askedme to put together a meeting. At this point they just want to meetyou. I don’t think you need to worry about making a presentation oranything.’’‘‘Why don’t they just come have a meal at Mangia’s instead ofus meeting someplace else? That way they can see what the restaurantis like.’’‘‘Good idea. I’ll give them a call right now.’’‘‘Wait one minute. I have something else I want to talk about. Youmentioned a finder’s fee and a cut in the profits. I have to tell you that
76 Managing Sticky Situations at Workarrangement really bothers me. I was disappointed that you felt likeyou needed to be paid to help me out. Your dad and I always did businessman-to-man because of our respect for one another.’’ (Specifiesthe problem and joins feeling with fact.)‘‘Oh gosh, I respect you. Don’t get me wrong. But, I see this as ahuge opportunity, and I wanted to have some piece of it. That’s all.It’s not a question of respect.’’‘‘In that case, we need to talk about what is fair. I will pay you a finder’sfee if the deal goes through, but I’d like to talk about a couple ofrestrictions. First, if you want a percentage of profits, you must contributeto the costs I will incur with the growth. In that case, I seeno point in a finder’s fee. If you want to become my exclusive vendor,then, again, I see no point in the finder’s fee. I will pay the fee if you donot want to continue our relationship, of course.’’ (Setslimitsandspecifies consequences.)‘‘Hold on! I want to continue providing our products to Mangia.Naturally, if you expand your orders, it will help us, there’s no questionabout that. I can see where you are coming from about the fee.So, if the deal goes through, and we do not have an exclusive relationshipor some sort of profits deal, but we have an informal relationshipas we now have, you’ll pay the fee?’’‘‘That’s right.’’‘‘Hum. Let me think a minute.’’‘‘If we share profits, then you have to take the same financial risks Itake. What do you think?’’ (Clarifies limits and invites Pete to talk.)‘‘Maybe the best thing for us would be a finder’s fee outright. If youexpand your orders, we will increase our profits accordingly. Maybeafter you get going, we can talk about developing an exclusive relationship.We are not ready for that now because we have other clientswho depend on us.’’ (Resolves the issue.)‘‘That’s what I thought. Okay, if the deal goes through, I will paythe fee, but $10,000 seems steep to me.’’Pete laughs. ‘‘That’s because you haven’t talked to my guys. Whenyou do, it will seem like small potatoes. They’ve got big ideas.’’‘‘Because I’ve known your dad for so long, I’m going to put mytrust in you. If what you say is true and the deal goes through, I’llpay you $10,000.’’‘‘You won’t be disappointed.’’
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ContentsIllustrationsviiAcknowledgm
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AcknowledgmentsAs a disclaimer, all
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xiiIntroductionis the word that oft
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xivIntroduction4. You supervise a g
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Chapter 1The Say It Just Right (SIJ
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The Say It Just Right (SIJR) Model
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Chapter 2Personality OverlayAtthiss
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Personality Overlay 19BOLD PERSONAL
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Personality Overlay 21energy seems
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Larry is clearly a Technical person
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Page 46: Personality Overlay 27Resolve the I
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Chapter 10Sticky Etiquette Situatio
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Sticky Etiquette Situations 165Rita
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Sticky Etiquette Situations 167mone
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Her intent with this question was n
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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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IndexAdjourning Stage in groups, 10
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Index 211hot seat, 35-39How Good a
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Index 213Teenage Daughter Is Busted
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Managing Sticky Situations at Work

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