Tag Archives: Skills not knowledge

World seems to be orienting itself to the program at Guilford College

Axios Future is reporting that creativity, persuasion, collaboration, adaptability and time management are the skills most in demand in the workplace. Axios cites the LinkedIn Learning Blog which in turn is based on LinkedIn’s 2018 Workplace Learning Report.

LinkedIn in goes on to identify the 25 most needed hard skills, as well.

It’s right remarkable how both sets of skills line up with the Guilford Edge at Guilford College. And see how that lines up with this recent post and the one after that.

Nuts and bolts of negotiations

dispute_resolution_elephantsAbout the first time I ever went out to negotiate the settlement of a legal dispute, all I could think to do was to say all the reasons why my client’s position was right and the other guy’s was wrong.

I didn’t get very far. The first time I tried that, the other guy just agreed with me and said, “Now, let’s see what a jury thinks that’s worth.” End of discussion.

The next time, the other guy was like me and he told me all the ways he was right and I was wrong. We didn’t know what to do next.

It turns out that preparing to negotiate is a very different thing from preparing to try a case. There’s a vast range of strategies and tactics that only begin with the legal analysis. In fact, negotiations is the subject of its own field of learning. The great universities (Harvard, Oxford) conduct research and offer programs about it.

Here are a few mundane hints at where you might start the thinking; ones that I gleaned from a recent Brooks Pierce workshop presented for us by Marty Scirratt of Sync Negotiation.

  • Never accept the first offer. (Duh.)
  • Opening anchors have a greater effect on outcomes than all of the subsequent concessions combined.
  • You must have a clear sense of what your objectives are, and which are the ‘Must-Haves’ and which are ‘Like-to-Haves’.
  • The stronger your alternatives are, the better the terms you can negotiate.
  • Without a clear alternative, it is impossible to understand when to accept a final offer and when to walk away.

These bullets are just a start at one angle on the discussion. But, even these would have been a mighty big help to me all those years ago, when I was  trying to think about how to persuade Hamp Howerton that his client should agree to everything my client (the wife) was asking for.

The husband was indubitably a skunk — as Hamp cheerfully agreed. But, as is so often true of skunks, he had nothing to lose.

Negotiate that.

The value of lawyers who (only) give answers

bigdta“Computers are useless. They can only give you answers.”  — Pablo Picasso

“Traditional computing systems, which only do what they are programmed to do, simply cannot keep up … . These new systems are not programmed; rather, they learn, from the vast quantities [of information] they ingest, from their own experiences, and from their interactions with people.”  — IBM 2013 Annual Report

“Our recommendations about how people can remain valuable as knowledge workers in the new machine age are straightforward: work to improve the skills of ideation, large-frame pattern recognition, and complex communication … .”  — Brynjolfsson & McAfee, The Second Machine Age

It’s not knowledge; it’s skills.