Platt Perspective on Business and Technology

Dissent, disagreement, compromise and consensus 31 – the jobs and careers context 30

This is my 31st installment to a series on negotiating in a professional context, starting with the more individually focused side of that as found in jobs and careers, and going from there to consider the workplace and its business-supportive negotiations (see Guide to Effective Job Search and Career Development – 3 and its Page 4 continuation, postings 484 and following for Parts 1-30.)

I have been working my way through a to-address topics list since Part 25 that addresses a succession of workplace challenges and opportunities that can and often do arise when working for a business for any significant period of time. And my goal for this posting is to continue that process, completing my discussion, at least for purposes of this series, of Point 5 and continuing my discussion of Plan B approaches as I began addressing in that context. After that I will turn to and discuss Point 6 and both as an important source of relevant issues in its own right and to illustrate how the types of issues and approaches that I have been discussing in this series can and do fit together in real life.

To put what is to come here and what will follow this installment in clearer context, I begin by repeating this topics and issues list as a whole, with parenthetical references as to where I have already discussed its first five points:

1. Changes in tasks assigned, and resources that would at least nominally be available for them: timeline allowances and work hour requirements definitely included there (see Part 25 and Part 26),
2. Salary and overall compensation changes (see Part 27),
3. Overall longer-term workplace and job responsibility changes and constraints box issues as change might challenge or enable you’re reaching your more personally individualized goals there (see Part 28),
4. Promotions and lateral moves (see Part 29),
5. Dealing with difficult people (see Part 30),
6. And negotiating possible downsizings and business-wide events that might lead to them. I add this example last on this list because navigating this type of challenge as effectively as possible, calls for skills in dealing with all of the other issues on this list and more, and with real emphasis on Plan B preparation and planning, and on its execution too as touched upon in Part 23 and again in Part 30.

And with that orienting and series-connecting text in place I turn to further consider Plan B approaches, starting with a point of detail that might seem obvious:

• Standard and routine tasks, processes and work flows, as carried out by the people expected to do them, rarely call for negotiations and of any sort, except insofar as it might prove necessary to argue a case against sudden disruptive change. But that exception cannot be expected and certainly very often; most of us never in fact find ourselves having to negotiate that type of scenario and certainly given the day-to-day momentum of simply pursuing and doing business as usual.
• So it can essentially be taken as a given, that when negotiations of some sort are needed as to the what, how and who of work, that means that at least one critically involved stakeholder in an involved part of the business sees need for change and for trying a more non-standard approach, or for reaching agreement on new goals or benchmarks that would be used to gauge and performance track outcomes and results achieved.
• So as soon as a sufficiently compelling need arises so as to make negotiations per se, tenable or even necessary enough to pursue them, the people involved are already facing what might be considered at least something of a Plan B situation: a shift to the less known and the less comfortably familiar of breaking away from normal routines at all. And when I write of Plan B approaches in this series and in this blog as a whole, I am primarily if not exclusively writing of situations where both standard and routine, and the more obvious alternatives to it all would fall by the wayside as not adequately meeting perceived needs.

I briefly outlined an alternative approach that might at least in principle be attempted to avoid a Plan B requirement, and certainly as just specified there, where negotiating an acceptable alternative to whatever would be default, cannot be made to work. And that is a key defining feature of Plan B approaches as more stringently defined here and in my earlier writings to this blog.

I would start to more fully flesh out what I am discussing here as Plan B options, by picking up on and continuing discussion of a tactic that I raised later on in Part 30, and only made note of there for its potential risks:

• The negotiating tactic of selecting, where possible, who you actually have to and get to negotiate with, and certainly when attempting to work with more obvious first choices for this as based on their job titles and positions at the business, could not be made to work.

If you do attempt to work your way around one or more people who are legitimate stakeholders in whatever matters that you would see need to negotiate over, and if they come to see you as having bypassed them because you would not like what they would have to say on that, then you run a significant risk of burning bridges that you might have found useful to have intact, later on. And you will have probably created animosity and of a type that can have radiating impact on your overall reputation there at that employing business, and certainly insofar as you would seek to be viewed as a supportively involved and connected team player.

Circumstances are important there, and both as far as the ongoing actions and decisions and reputations of the people who you would not want to get involved in this are concerned, and in the people who you would turn to as alternatives in this type of negotiating context. As a perhaps obvious example, if the person with a gatekeeper, decision making title and position who you would want to avoid having to negotiate with has a terrible reputation for their short sightedness and their lack of professional capability, and you seek out alternatives who are well respected for getting the right things done, then a lot less harm is likely to arise than if you seek to shift who you would negotiate with in the opposite direction to this.

But regardless of that type of consideration, assume that you and the people who you would prefer to negotiate with and those who you wish to avoid in this are all going to be around at that business, longer-term. And one way or the other you will have to deal with all of these other stakeholders and with their friends there and more, longer-term too.

I note the likely need for what amounts to bridge mending when negotiating around a difficult stakeholder and certainly in this type of longer-term context. And I point out in this context that as soon as I begin taking and proposing a longer timeframe approach to job performance as I do here, I am actually discussing careers and a longer-term career perspective as well.

• Plan B approaches: Plan B strategies and tactics and related negotiating for the long-term, always bring career considerations into your planning and into your follow-through of it. And that is even true, and it can even be particularly true when you find yourself more mentally oriented towards the here-and-now and when you are in the midst of job-level navigating, where that more immediate perspective and its imperatives might be more overtly pressing and attention demanding.

And with that last detail added to this posting’s narrative, I turn to the above repeated Point 6 of the to-address list that I have been working my way through here:

• Negotiating possible downsizings and business-wide events that might lead to them, with all of the issues and complications that this type of situation brings with it.

I am going to at least begin to explicitly discuss that complex of issues in my next installment to this series, simply repeating for now, that this represents a type challenge, and a type of opportunity that brings essentially everything that I have been discussing here up to now, into active consideration again. Meanwhile, you can find this and related material at Page 4 to my Guide to Effective Job Search and Career Development, and also see its Page 1, Page 2 and Page 3. And you can also find this series at Social Networking and Business 2 and also see its Page 1 for related material.

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