Potential hires want the position you are offering for a number of reasons. While it is unfortunate, desperation sometimes motivates interviewees to tell partial truths, omit details, or blatantly lie. In fact, there are many posts on the internet that encourage white lies that seem "harmless." Several of these deceits are common across multiple industries, and below are the ones employers most frequently see. Lies About Experience This is a top one for many reasons. Often, potential employees find it difficult to break in to the job market with the amount or type of experience they have. For this reason, they are inclined to exaggerate or even fabricate the types of jobs they’ve held in the past. A small amount of negotiations training and influence training, however, can help you weed out sincere candidates from false ones. Are they being general or vague about their duties? Have they mentioned keywords that are irrefutably connected to expertise? Do they make an attempt to navigate away from their past experience rather than expanding upon it?   Educational Exaggeration Negotiation training and corporate sales training both encourage diving deeper to get beneath the top layer of statements. This is a particularly important skill when interviewing a candidate regarding his or her education. Some common lies told by interviewees regarding post-secondary schooling involve areas that will be difficult for employers to verify - i.e., having completed all but three of their courses or having run into administrative issues when filing to graduate. The best way to weed out these lies is by using logic. If a candidate paid for eight semesters of education and faithfully attended their classes, why would they choose to decline a diploma? Would a reasonable person allow administrative issues to negate the investment of time and finances they made?   Lies Regarding Termination of Employment These lies are seemingly easy to verify, but current laws prohibit previous employers from disclosing many details about their employees. Therefore, verifying the accuracy of statements about past jobs falls largely on the shoulders of the potential new employer. If the interviewee’s old offices have given outstanding reviews, this shouldn’t be a difficult process. If, however, they were vague on the phone, consider additional factors. What amount of time did the candidate spend at his or her previous job? How large is the gap in employment between the last position and the one currently interviewing for? Generally, those who make the conscious decision to part from a company leave themselves precious little time before deliberately pursing a new income source. By checking that the statements made by candidates are reasonable, if not verifiable, business owners can ensure they hire the most qualified and deserving candidate.  

Have you ever watched a political debate between U.S. congressmen or senators broadcast on C-Span, and heard one party in the debate accuse the other party of using ‘rhetoric?’ The accusation usually goes, "That’s just more rhetoric from Senator so-and-so," and it’s stated as if to besmirch the good name of rhetoric. At least that seems to be how general audiences are meant to take it anyway, as if rhetoric is some kind of dirty political game. So, let’s get clear about what that word means, just for a second. Simply stated, rhetoric is the logical structure that composes a selection of words into a persuasive, moving, entertaining, and/or instructive message. That means every coherent statement ever uttered followed a rhetorical structure. Yes, that also includes deception, and praise, and flattery. The senator who accuses the other senator of using rhetoric, is himself employing rhetoric. What does that mean? While there may be some real dunces in politics, but most senator types are educated and polished professional communicators. They know what rhetoric is and what it isn’t. And their common condemnation of ‘rhetoric’ as such, is typically a rhetorical ploy to counter a hollow, ideological argument without appearing to categorically renounce the ideology itself, presumably because it’s popular. That’s some pretty clever rhetoric. Wouldn’t you agree? In sales, public speaking, negotiation, argumentation and even personal communication understanding the basics of rhetoric gives us a framework for improvement. So let’s take a look at the rhetoric of some famous speeches. The Gettysburg Address - Abraham Lincoln The world famous ‘Gettysburg Address’ speech was given by President Abraham Lincoln at Gettysburg, PA on November 19, 1863 at the dedication of the National Cemetery. The primary address at the ceremony was delivered by a famous orator at the time, Edward Everett, and was one of two hours. After such a compelling speech, it appeared that Lincoln’s brief but sincere speech hardly even mattered at the time. However, in spite of a bit of criticism from his opponents, the speech was commonly quoted and hugely praised and was soon recognized as a classic masterpiece of outstanding poetry. I Have a Dream - Martin Luther King, Jr. Martin Luther King, Jr.’s famous 17-minute long public speech delivered on August 28, 1963, was a direct call to end discrimination and support racial equality. The speech was a defining moment in the history of the American Civil Rights Movement. Dr. King’s speech ranked as one of the top U.S. American speeches of the 20th century conducted by a group of educational scholars regarding public address in 1999. Pearl Harbor Address to the Nation - Franklin Delano Roosevelt One early afternoon, President Franklin D. Roosevelt along with Harry Hopkins (Roosevelt’s chief foreign policy aide) were both interrupted by a call from Henry Stimson (Secretary of War) and were informed that Japan just attacked Pearl Harbor on December 7, 1941. At around 5pm that evening after numerous meetings with his key military advisers, President Roosevelt decisively and calmly dictated a speech off the top of his head to Grace Tully (Roosevelt’s secretary) to make a request to Congress for a formal declaration of war. Ich bin ein Berliner - John Fitzgerald Kennedy In 1963, President Kennedy gave one of his most moving speeches ever to the world in West Berlin. Besides "ask not", it was the most well-known speech he ever delivered. Those heartfelt words captured the attention of the world regarding what Kennedy considered the warmest spot in the Cold War. Scribbled into his hand at the very last moment, they were his very own words; unlike the majority of his other addresses created by uniquely gifted speechwriters. This was even more amazing since Kennedy had a reputation for being tongue-tied when trying to pronounce or speak foreign languages. Ironically, the most famous four words of the entire speech were in German - Ich bin ein Berliner ("I am one with the people of Berlin"). The Great Silent Majority - Richard Milhous Nixon President Richard Nixon gave his address to the nation regarding the War in Vietnam on November 3, 1969 about his plans to end it. His address is commonly called the ‘Silent Majority’ speech because towards the end he asked for "the great silent majority of my fellow Americans" for support, meaning the ones who were onboard with his policies but never actually spoke up. The President was contrasting these average American citizens without reserve using vocal adversaries of his said policies who demonstrated and protested against the war, like they did in Washington, D.C. in October of that same year. The Military Industrial Complex - Dwight David Eisenhower In President Dwight D. Eisenhower’s farewell address, he cautioned American citizens to keep a wary eye on a growing socioeconomic force he referred to as the ‘military industrial complex.’ Eisenhower proved downright prophetic given that the military industrial complex did indeed develop into a powerful entity in the years following World War II. President Eisenhower’s frank language shocked a few of his followers. However, for most listeners, it appeared obvious that Eisenhower was just stating the obvious. Both World War II and the subsequent Cold War lead to the development of a substantial and strong defense organization. Eisenhower warned that this military industrial complex may eventually weaken or devastate the very principles and institutions it was created to protect in the end. Kenyon College Commencement "This is Water" - David Foster Wallace It was only one time that David Foster Wallace ever spoke publicly regarding his point of view on life. The parable "This is Water," was delivered during a commencement speech addressed at Kenyon College in 2005. The speech itself encapsulates Wallace’s gifted mind as well as his trademark humility due to the way it gave meaning to the lonely, beautiful thoughts that roamed about in his head and the way he made people ‘think’ better in general. "This is Water," is a meaningful parable about the process of constructing meaning from one’s own life, no matter the path it follows. A Left-Handed Commencement Address - Ursula Le Guin Le Guin’s "A Left-Handed Commencement Address" perfectly summarizes the area of feminism that highlights the fundamental peaceful qualities of women compared to most men. Le Guin spoke the established binary hierarchies that, as she saw it, govern society. She pointed out how historically, men have always fought wars and were generally thought of as ‘opposites’: fail/succeed, lose/win, weak/strong, false/true, as Le Guin so eloquently put it — women have lived, and have therefore been loathed for living. She goes on to say that women are the entire side of life that involves and takes responsibility for everything that’s unclean, animal, uninhibited, passive, and obscure — the valley of the deep, depths of life. On the Adoption of the Universal Declaration of Human Rights - Eleanor Roosevelt Eleanor Roosevelt’s famous 1948 speech is considered by a number of experts as one of the most amazing and profound speeches ever addressed throughout modern history. Ms. Eleanor, the widow of former President Franklin Delano Roosevelt gave the address in Paris, France on December 9, 1948. She spoke to the United Nations at a precarious time when the Soviet Union was throwing its weight around following the Second World War in Eastern Europe. Women’s Rights are Human Rights - Hillary Diane Rodham Clinton Sometimes the facts carry enough rhetorical weight to speak for themselves. When facts of that sort are delivered by a significantly authoritative presenter, you have the makings of a very potent speech. When Hillary Rodham Clinton took the stage at the UN Conference on Women in 1995, it was her detailed list of atrocities against women and young girls that captured the audience’s interest. It wasn’t that they were unaware of the crimes, since the majority of the audience were advocates for the rights of women in many countries across the world in their own right. But, the key difference was that such an important political female voice brought the issues to light and therefore took on a whole new meaning.

Most people know salary negotiation will be a big part of any serious job interview, so they come somewhat prepared. Still, all the research in the world doesn’t account for nervous forgetfulness that may mean something will be overlooked in the process. Today we’re going to highlight ten key things you don’t want to overlook when negotiating your salary. Do Your Homework As mentioned, most employees do some homework but not always the right kind. In fact, many of them go into negotiations with one specific figure in mind and refuse to negotiate further. This is a huge mistake that could get your job offer withdrawn. Use negotiation training first to set up for preparation. Afterward, perform research on what your potential company currently pays for your position. Learn to Mediate Business experts agree companies usually start negotiations at a little less than half of the salary you might receive. Be warm and friendly without over-sharing. Focus on your unique skills or how your personality traits will positively influence the position. Bargain for Time Sometimes employees get so caught up in the money part of negotiations, they don’t negotiate other aspects of the job, like sick leave or vacation time. This is crucial, especially if you have familial or other obligations. Use negotiation training to address this issue, among others. Watch Your Attitude While some interviewees come off as money-grubbing, others are too nervous during negotiations. They end up settling for a lower salary than they want and often a less fulfilling job. Negotiation training will allow you to be confident in your negotiations, which encourages time for thinking through the process. Let the company wait several days or a week for your decision. Brainstorm First List the pros and cons of negotiating for specific salaries. One common misconception is that a lower salary means more time spent at home. In reality, it often means more hours spent at work to earn the same amount of money as a competing employee. Know Your Budget Basics Before you negotiate, go over your budget. Where do you or your family spend the most money? Can you foresee any big expenses (medical, marriage, automotive, college)? With these things in mind, you can negotiate for a salary that best fits your needs. Consider Cost of Living The area where you live will heavily influence your salary negotiations. If you live in an urban area, you may need to negotiate for a higher salary because of housing, gasoline, and food costs. Don’t Use the "S" Word You’ll get farther with your interviewer if you don’t actually use the word "salary." Let him or her bring it up. Use negotiation training to help determine when and how to begin the financial aspect of the discussion. Be Aware of Alternatives Many companies offer alternatives to traditional paychecks, such as stock options and bonuses. Research these and identify the ones you’re willing to take in addition to or in place of cash. Prepare for Objections As with any negotiation, employers negotiating a salary will often play hardball. Prepare yourself for objections your interviewer may make to the salary you want. Pretend you are the employer and address questions you might have, such as whether an employer with three to five well-honed skills should be paid more than one with 10 skills at different levels.

Perhaps nothing is debated more than the differences between how men and women negotiate. Many employees worry that men and women can’t negotiate equally, and cite examples of how the glass ceiling can affect these discussions. The truth is, our culture generally rewards men who negotiate well, but not women. Women can negotiate successfully for higher salaries, better hours, and other things they need. At Shapiro, we want to level the playing field. Ask for What You Want In their book, Women Don’t Ask, authors Sara Laschever and Linda Babcock contend that women don’t have what they want in their careers because, generally, women don’t ask. This applies to everything from raises to time off, from potential for advancement to more exciting assignments. The two authors have discovered that, as a result, women sacrifice over half a million dollars in the course of their careers and advance more slowly than men. Many women of all ages are hesitant to speak up because they fear being assertive will make them look uncooperative and bossy. The truth is, not asking makes a woman look like a doormat.  While many women are good at negotiating for others, they’re hesitant to do so for themselves. If you are a woman facing negotiations, don’t be afraid to speak up. Know Your Value Just like men, women need to do research before negotiating, especially in salary negotiations. Part of this involves knowing exactly what your skills are and what they’re worth in today’s market. Research how much people of both sexes with your skills or in your position are getting paid in your company or competing ones. Present these figures to your employer as evidence for why you deserve what you’re asking for. Negotiation training can help you learn how to capitalize on your strengths and make negotiations feel more natural and less stressful. Look Through Your Lens Many employees think only older women have problems negotiating. While women in their 40s and 50s can find negotiations difficult, younger women aren’t exempt. Your negotiation skills and comfort level depend on what was normal for you growing up, no matter what era you were born in. If you came from a patriarchal family, you’re more likely to feel uncomfortable questioning men in any context. Conversely, if most of the people who raised you were female, you may feel comfortable negotiating but be unprepared for masculine approaches and arguments. Don’t allow your gender to rule negotiations, but don’t discount it, either. Be Yourself A great number of women hesitate to negotiate because they think gender biases are already working against them. For example, a woman with a male boss might say, "I don’t want to ask him for a raise because if I get too excited, he’ll think I’m being emotional." This attitude sets you up to fail. Remember that no one wants to get emotional during negotiations or say anything inappropriate - it’s not "a woman thing," no matter what past attitudes may have been. Learn how to be comfortable in these situations rather than putting up a front - negotiation training can help you feel comfortable being yourself and asking for what you need. Learn From Others Part of learning to negotiate successfully involves watching others negotiate, both men and women. Be willing to learn from others’ successes and mistakes. Ask the women around you what worked or didn’t for them - and ask the men the same question. Learn from mentors and coworkers when the best times are to negotiate, and how best to negotiate for different things.

You don’t have to be a manager or CEO to influence others. Many people are born with the innate talent to influence. They seem to have a natural ability to compel others to listen; however, this is a talent that can be learned, as well. Influence training helps people learn to look within themselves and find the power to lead people. Leadership is an important skill to learn, whether or not you’re in a leadership role. It’s a skill that can be carried on throughout the rest of your career and life. Be Logical  When trying to get your point across, you must first address the logic within your cause. If you can convey to someone that your argument is a logical alternative, he or she will be more willing to listen to what you have to say. If you’re trying to come to problem solve with upper management, logical arguments usually create attentive listeners. Be sure your side is clearly defined, and offer factual details to back it up. Be ready to address the downsides with effective solutions, as well. For example, if you’re trying to influence management to let you take on new responsibilities, explain how you will handle these duties. Address the common pitfalls that hinder those with new responsibilities and how you plan to handle them. Speak to His or Her Emotional Side  Another way to build on your ability to influence is to appeal to the person emotionally. Obviously, you need to understand your audience to do this. Speaking with great enthusiasm isn’t going to win over curt and fact-focused managers. Think about the person you’re trying to convince, speak to his or her emotion, and slip his or her name into conversation when you can. This age old trick is a proven way to get people to listen - just don’t use it too much or you risk sounding robotic! Work Together  One of the most time-tested approaches to influencing others is to convince them to get on board with you. "If you can’t beat em’, join em’," as they say. With this tactic, you’re playing up the solution you will reach together. There are several ways to appeal to the cooperative side of the argument. For example, you could ask the person for help or new ideas with a topic, you could partner up and work directly with someone, or you can form alliances with those who already support your cause. Many effective influencers use a combination of these three tactics. With practice, you will learn when and where each scenario works best. As you get better at reading people, you will get better at influencing them, and vice versa. This will also help you build essential leadership skills to advance your career. Sources: http://www.forbes.com/2011/01/03/influence-persuasion-cooperation-leadership-managing-ccl.html

There are certain personality traits and characteristics that enable an individual to be successful at sales. Temperaments, ways of approaching people, and even external appearance can all be a huge influence on a salesperson’s efficacy with clients. Most of these traits are applicable to more than sales, too; they’re valuable life skills that will travel with you throughout your career. Being Self-Aware  To understand the way others perceive us, we must first understand ourselves. Being self-aware and identifying our emotions is a useful skill at work and in life. Salespeople have the inherent ability to read their own and others’ emotions, which allows them to adjust their response. Once you can identify how you respond to certain stimuli, you can work on changing your actions, if necessary. Think about how you react when you don’t understand something. Do you get mad? Do you make a reasonable effort to wrap your head around it? Or do you change the subject? Salespeople know ahead of time how they tend to react and what type of reaction will elicit a positive response in a given situation. Solution Oriented Salespeople are adept at solving problems; that’s what makes them so good at their jobs. When a salesman pitches an idea or product, they must first identify a problem for which the product offers a solution. They convince the person by explaining how the product or idea works to make their life easier. In the event that a customer has a complaint or a pitch goes sour, they know how to solve that problem, too. Understanding is the foundation for problem solving. To effectively solve a problem, you must first understand the nature of it. Optimistic  Optimism isn’t limited to salespeople. It is a healthy outlook everyone should embrace. Optimistic people are more confident, and confidence gets you everywhere. The key to becoming more optimistic is to thoroughly analyze your emotional response to situations. Imagine you wake up in the morning and stub your toe getting out of bed. You can either think: "oh great, it’s going to be that kind of day," or you can think: "at least I’m wide awake now!" It’s this type of decision in your perception that alters your entire day. Assertiveness  Being assertive doesn’t mean being aggressive. There are plenty of ways to convey your assertiveness without coming across as arrogant. When a customer tells an assertive salesman they would like to think about the offer and get back to them, the salesman will often ask for a specific time and date to follow up. This isn’t as passive as simply saying "okay," and it’s less aggressive than saying "it’s now or never." It is both firm and accommodating.

During a negotiation, each side has deep interest in seeing their desires come to pass. Sometimes compromises that leave all parties completely satisfied can be made, but there are cases where issues leave one side at a deficit. This can create resentment or increase conflict. It is important for negotiators to reach their end goal while still maintaining amicable and fruitful relationships with those in opposition. Learn how to effectively communicate your point while utilizing tact and diplomacy to preserve your professional connections. Demonstrate Emotional Control  Emotional control is our ability to recognize our own emotional response to situations. People who have a higher level of emotional intelligence can identify and control their emotions. Additionally, emotional intelligence allows us to recognize the way other people respond to situations. An effective negotiator easily recognizes personal emotions before they come to the surface, and he or she knows how to elicit and manage a response from the other side. This allows them to negotiate with tact. Because they understand emotion, they know how to manipulate the situation without offending anyone. Listen Attentively Everyone wants to be heard. Experienced negotiators know how to talk, but they also know how to listen. When you truly listen to someone, you establish a bond while learning about his or her needs. In turn, you can understand each side with clarity and how to bridge any remaining gaps. Attentive listening not only garners respect from the opposition; it prepares you to offer solutions. Show Assertiveness  Assertiveness and tact go hand in hand. When negotiating, you don’t want to be seen as passive, but you also don’t want to be perceived as overly aggressive. The essence of negotiating with tact is to make your point without making the other person angry or intimidated. Learning to be assertive entails finding the balance between passiveness and aggressiveness. A firm handshake, confident eye contact, and a demonstration of your intelligence should accomplish this nicely. Keep the End Goal in Mind  Before going into a negotiation, clearly define your goals. This may mean writing them down and thinking about how to achieve them. Negotiators step outside themselves and see the big picture. Because of this, they are also able to forecast possible objections to their arguments and come up with solutions. Prepare your responses to possible objections, so you can demonstrate to others that you respect their opinions and considered their needs, as well. Sources: http://www.skillsyouneed.com/ips/tact-diplomacy.html http://www.forbes.com/sites/christinapark/2015/01/09/eight-powerful-negotiation-tips-for-introverts/ http://www.how-to-negotiate.com/interpersonal-communication-skills.html

Perception is how we navigate both the social and professional world. The way people perceive themselves and the world around them dictates the way they respond to their surroundings. When interacting with others, we often view ourselves a certain way; many times, though, the way we see ourselves does not always align with the way other people see us. It’s a strange phenomenon that has been studied for years. It may sound disconcerting, but this disconnect in perception can actually be harnessed to positively influence the way others see us. Influence training teaches people how to identify their personality traits and how people perceive them. Once you identify these traits, you are more prepared to change them. Be Positive and Confident  If you are a pessimistic, people will see that in you, even if you don’t realize it yourself. One of the most effective ways to change the face you put on for the world is to work on becoming more positive. The more positive you are, the more confident you become. We all know confidence radiates outwardly from a person. A simple way to work on boosting your positivity is to smile more. Smiling actually releases hormones in your brain that make you happier, which in turn makes you smile. Maintaining good posture, eye contact, and a sunny disposition will build your confidence and ability to stay positive. In time, the forced routine becomes a part of your character. Ultimately, it changes the way people perceive you.  Show A Little Vulnerability  Vulnerability from leaders boosts camaraderie and promotes empathetic responses. Empathy is one of the truest connections humans have and understand about each other. We may not perceive someone the way he or she sees him or herself, but we can certainly empathize with him or her. Essentially, this boils down to modesty. Once you build your confidence, you will start to feel like you can take on the world. This is a great thing, but only if it’s tempered with a touch of humility. Respect that other people have different opinions, and listen to what they have to say. If you make a mistake, address it and apologize. Show Interest in Others Everyone loves a good listener. When engaging in conversation with someone, always show interest in what he or she has to say. Not only will he or she respect you more, but you will learn about him or her in the process, too. Ask people about their opinions and interests on a topic, and try to make connections with them. Encourage people to open up and talk about what they love. In short, the best way to change the way others see you is to change your own behavior. Influence training is a great way to kick start this process by helping you identify the traits you want to change and giving you the tools to do so.   Source: http://www.theguardian.com/lifeandstyle/2015/apr/17/influencing-how-others-see-you-oliver-burkeman

Many people categorize negotiation as a battle between two competing wills, each driven by naked self interest. We do not find that to be the case. Yes, negotiation is a sort of battle of wills, but not in the sense that statement implies. The famous German philosopher, Jurgen Habermas, the father of the philosophical concept and practice known as discourse ethics has a famous line from one of his books. "In discourse, the unforced force of the better argument alone determines the yes or no responses of the participants." That concept is somewhat hotly debated by other philosophers, but not for its practical merits. The ivory-tower philosophical debate hinges on problematizing what is ‘good,’ or ‘moral,’ or ‘ethical’ in any kind of universal sense, and questioning whether or not any of those things even exist, at all. It’s interesting to note that Habermas himself considers those debates to be more or less pointless, and instead focuses on what should be essential to every philosophical debate: what is useful, and practical in everyday life. And in everyday life we find that in negotiation proceedings, most people can find enough common ground, and common interest, most of the time, to reach an agreeable solution. If negotiation is a battle of wills, the superior will is not the one with the most potent emotions. The superior will, is the one who troubles him or herself to seek negotiations training, then use it to formulate that unforced force of a superior argument. At SNI we have designed a simple, practical method for doing that very thing. It’s a simple, three-step process we call Three D’s that helps anyone deliver a more compelling argument. The following infographic breaks the process down in some detail.

Many people think the negotiation process involves a heated debate and sly tactics. While this is the case occasionally, there are plenty of ways to negotiate with respect. Being cordial during a negotiation doesn’t mean being a pushover, either. Negotiation training can show people how to communicate with confidence while still being a nice person. The main goal of "nice" negotiation is to be fair and still get what you want. Establish a Rapport  Making small talk before negotiations begin builds a relationship with the person. It also gives you an advantage over the situation. Small talk affords you the opportunity to learn about the other person; what their motives are, how they perceive their surroundings, and how they respond to them. In this way, you can build a relationship while building your tactics. Small talk doesn’t have to be strictly personal; you can chat about the company or the upcoming negotiation. People who engage in small talk before a negotiation are substantially more successful at reaching an agreement. Be Firm in Your Argument  You can be firm when arguing your side without coming across as rude. Demonstrate your knowledge on the subject, and show your opponent that you know what you’re talking about by providing thoughtful information. Back up your argument with factual evidence and logic. For example, imagine you’re buying a car. When negotiating with the salesman, show them that you researched the car and the value of the particular model. Convey confidence in your negotiating skills with a firm handshake upon introduction and an expertise in your field, and you will come across as knowledgeable, not arrogant. Show Emotion, But Not Too Much  We can look to the car dealership example for this concept, as well. Many times, when people shop for a car, they fall in love with a particular model and outwardly express their opinion. Obviously, the salesman uses this to his advantage when trying to get the most money out of the sale. When they see emotion, they see dollar signs. It’s helpful to show a little emotion, as it shows that you’re human, and it helps the other person open up. Being overly emotional about a subject, however, makes you vulnerable to hardball tactics. Know when to hold back, when to open up, and when to let go. Negotiation training can teach you how to identify when "nice" negotiating will work best. Of course, this is not the best way to approach the situation, but knowing when to use it can reap some significant rewards.   Sources: http://www.fastcompany.com/3001209/negotiate-car-salesman-5-tactics-help-you-win-every-time