Negotiation and Conflict Management - A Freelancer's Guide | Nick Armstrong | Skillshare

Negotiation and Conflict Management - A Freelancer's Guide

Nick Armstrong, I make marketing FUN.

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12 Lessons (41m)
    • 1. Intro to Freelancer's Guide to Negotiation and Conflict Management

      0:41
    • 2. Negotiation Basics

      3:10
    • 3. How To Win Negotiations

      3:58
    • 4. How To Lose Negotiations

      4:08
    • 5. How To Recover From Negotiation Problems

      1:57
    • 6. How To Scope Negotiations

      3:35
    • 7. Common Points of Business Conflict

      3:42
    • 8. Understanding Scope Creep

      4:48
    • 9. Setting Your Rate

      3:55
    • 10. Handling Tough Questions

      4:03
    • 11. Negotiation and Body Language

      2:09
    • 12. Recap and Your Project

      4:51
15 students are watching this class

About This Class

  • Do you often end up holding the short end of the stick with your clients?
  • Do you feel like you can't charge what you're worth without a mile of scope creep tagging along?
  • Do you want to handle client complaints and disagreements with tact and composition?

This course will teach you how to handle negotiations with clients, how to grow your confidence when setting and asking for your rate, how to handle tough situations and disagreements with your clients, and how to redirect scope creep into a profit-earning opportunity.

With the skills you'll learn, you'll have the opportunity to advance your goals in the real-world.

Earn more, stress less, grow your list of happy clients.

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Transcripts

1. Intro to Freelancer's Guide to Negotiation and Conflict Management: Hi, I'm Nick Armstrong. And welcome to a freelancers guy to negotiation and conflict management. Thes air Two of the most important skills you can learn as a freelancer. I know I've been one for 10 years and I want to make sure that you have the skills to confidently set your rate, deflect scope, creep into a profit making opportunity and handle any sort of issue that a client could bring to you without the worry that you're going to drop the ball on a client or lose the contract. I'm gonna teach you how to set your rate, how to listen effectively, how to ask the right questions and how to process issues effectively so that you can handle any sort of negotiation or conflict that comes your way as a freelancer. Let's get started 2. Negotiation Basics: In order to get better a negotiation, you have to understand that there are different types of negotiation. The first type of negotiation is called integrative negotiation. That's a win win. So you in a little the other person wins a little. You each get what you want. The second type of negotiation is called distributive negotiation. Somebody wins, somebody loses. A zero sum game is a popular term for this. So somebody's losing something, taking away or giving up something in order for the other person to get something. The final type negotiation is one that is pretty popular. If you're asking for donations or asking for charity, it's the charitable negotiation. So this is when lose or defer and then win again. So one party wins. The other party differs or chooses to win later, so they get some sort of future benefit. But at the moment they're losing the moment the deal is sealed, somebody has lost on. Then they go on to later when hopefully. So. This is how most sponsorship deals work in negotiating. You're trying to prove value to the other party. In fact, you're trying Teoh pull out what the other party values as well. Negotiation is very much a two way street. So how do you scope a negotiation? Because most of us, especially when we're early on it, freelancing, just dive in. We go in, we say we're gonna get this contract. Scient here. My term. Sign it. Or or Ali? That's not the right way to approach the problem. Like you need a website. You have money. I build websites. I need money. Let's solve that problem together. Probably not the best way to start a negotiation. But if you ask the other party, what is their big? Why try to get to the intangibles? You're starting to pull out some more of those needs. That might not be evident beyond well, we need a website. We need a logo. We need some copy for a website we need to block. Those types of things are nice there boxes to check off on somebody's marking task lists. But they're not necessarily the big. Why about why your client or prospect got into business to begin with? If you can address those while you were pitching, then you get a lot closer to somebody who is going to become a partner for this client or businesses they row, and ultimately that's the game. When you're a freelancer, that's how you could develop recurring clients. That's how you create longer lasting relationships. That's how you charge more and are trusted with better quality of work without that trust, without that acknowledgement of the big Why, If you're just checking off boxes for him, you are easily replaceable. You're a commodity. Nobody wants to be a commodity. If you are somebody who understands the needs and the desires of a business, you can answer the big. Why? That is a much stronger negotiation standpoint. How do you get there? You ask the right types of questions. You you start to understand where your client's needs and wants are, and you go into that conversation before you even have them sign the contract before you've been prepped the contract. In the next lesson, we're gonna be talking about things that can contribute to better negotiations. 3. How To Win Negotiations: negotiation is a two way street, a conversation about value. Then it stands to reason that the right types of questions before any documents, any contracts, anything else or signed would get you the most amount of value for your time. What are some questions that I recommend asking it, beginning every negotiation? Well, first, what are you looking to get out of this project? What is the in goal? Right. And so maybe they'll say something like, Oh, I like hope looking a website or a logo or some copy for my website. Cool. All right, But how will that make you feel, Will that lets you launch your business? Will that take your business to the next level? Will that give you something that your business currently does not have that excitement, That thing that goes beyond the delivery ble the tangible thing, the money, right? Those are things that you want to get to. If you can get to the intangibles you went, the negotiation can go really well or really poorly based entirely on your understanding of the intangibles. Intangibles also work the other direction, especially if this client or prospect has had some experience working with freelancers in the past, that went badly. So one question that you might think to ask is, What are some deal breakers? If we were to work together? What are things that would cause you to cringe or have a bad experience? That's a really important question, especially if the client is balking about your rate or the delivery ble timelines or the amount of prep work that has to go into the delivery herbal. That question alone convey aet out whatever the speed bump is that stopping them from signing or contract eventually. Finally, if you're concerned at all about scope creep, one of the most important questions that you can ask is of all the delivery bols that we've talked about during this meeting, is there one that's more important than the rest? Or are there a few that are more important in the rest? If a client answers with, well, they're all important. You have a recipe for scope creep. If a client tells you that one or two or more important than the rest, that's a good answer. And it's worth investigating because those are the projects that the client considers most valuable. The delivery bols that the client is most willing to pay for and will have the biggest issues with if they're not delivered on time. Those are the delivery bols that you probably can't afford to screw up and still save the client relationship. So make sure that those delivery bles are very well scoped and written explicitly into the contract so that the client feels comfortable and you know exactly what you're supposed to deliver. And after all, that's a huge value to you as part of the negotiation. And it can help reduce conflict in the future. When it comes to that specific deliverable freelancers win that negotiation by being in the know that is. They know the situation better than their competition, or they know the environment better than their competition. Understanding the environment is a key consideration to going into negotiations with someone the Prospector client might need. Some additional licensing or extra care or some extra hand holding or training after the contract is complete allows you to understand a better outcome for the client or prospect and that you can help achieve. Finally, you might just have better skills. You might be faster. You might have better technique. You might have some sort of tip or trick or some sort of stripped that lets you get to done faster or better or higher quality with fewer errors. And those are all negotiation points. Let's go into the next lesson and talk about how the loops had a negotiation. 4. How To Lose Negotiations: last lesson. I taught you a lot about how to succeed a negotiation. We talked a lot about how negotiation is a conversation about values, and getting to the bottom of those values starts with good questions. But all negotiations have one thing in common. They have to start with listening. Not listening to the other party is a critical point of failure for almost every negotiation. You're not listening. You're not negotiating well because remember, negotiation is a conversation about value. Getting to the bottom of values requires good listening skills. Dishonesty in any form can be hazardous to negotiations as well. Whether it's obfuscation or intentional deceit, honest intent is overall just a really good business practice than one that you should adopt as well. Not just so you become a better negotiator, so you become a better business owner. Not knowing your contract were not knowing. Your customers contract can also come back to bite you in negotiations. This is where that small font get you in trouble, whether it's your own or the clients. If you don't read it carefully, don't understand what it means. Don't know how it works, those air things that can create disconnect between you and a plant. Failing to understand the tangible and intangible needs of your customer when you're negotiating with them signals that you're either not listening well or you are sloppy with your details. Understanding what the tangible needs are that deliver bubbles, that specific timelines that they need. What resource is air required? Those are all really important as well as the intangibles. How the project being finished will make them feel those are all key points of negotiation . Missing them is sloppy, and it creates tension. Jargon and lingo can also create roadblocks for you. If you're claimed and you have different understandings of what a particular piece of jargon means or what a process entails, or how steps were followed, then you're not gonna have a good outcome, because either the work that you put in won't be satisfactory or the work that comes out won't be satisfactory. It's not a good place to start A negotiation and final critical point for easy failure Negotiations is not understanding who you're truly negotiating with. If you're negotiating with a middle manager and they have to report to the CEO or somebody higher up in order to make the decision, but they like you. But CEO or higher up doesn't you're in trouble if you're not negotiating with the end users goals in mind, that creates a big disconnect for you, and it creates a really difficult negotiation point. How do you prevent these easy issues from becoming major? Roadblocks will first listen more than you speak. Never operate with dishonest intent. There's really no other way to operators freelancer than honest intent, operating with honesty as your core value. Also, review your contracts with your clients, line by line by line and keep asking questions until you are clear on the meaning of terms and conditions and how different functions of the contract work. And if you're not clear yourself, get yourself to a lawyer and start asking those right questions. Next, make sure that any jargon or lingo that is questionable in your mind, where in the client's mind is documented inside of the contract. There's really no other way to do this and finally ask if there are any other decision makers that you need to be consulting with before you write your contract terms. If the goals of the higher ups who are actually signing the contract and signing the checks are not being met by the negotiation points that were covered during the meeting. That's a problem. You have to address that in the contract somehow. Otherwise, you'll end up with scope, creep, unpaid work and a lot of frustration. In the next lesson, we're gonna talk about how to recover from a stalled out negotiation. 5. How To Recover From Negotiation Problems: recovering from a negotiation as off track is really difficult. In order to do that, you have to remember a key phrase. I'm sorry. That's the key phrase. It sounds really silly, but starting off with I'm sorry automatically puts you in a position of power because the next words out of your mouth can help alleviate whatever the problem is. So the first thing is, I'm sorry. I think or discussion has gotten a little off track. I'd like to get us back on course. Do you mind if I start back here and you can start on a contract term where you can start with something else where you can say, Do you mind if I rephrase this a little bit differently in the contract? Because it feels like there's some confusion here. Another super useful phrase if you need to reset the tone of the conversation. So I'm sorry my tone got away from me. Uh, do you mind if I say that again in the way that I intended to come out? That could be a really powerful phrase. If you've said something that suspended a joke, didn't land or some other element of the conversation has gone off track as a result of something that you've said. Another useful phrase, especially with the Georgian mismatches. I'm sorry, I don't think that we're discussing the same things. Do you mind if I get clear on what you think of when I say the word blank? Finally, if you're having to negotiate against somebody that you can't see and aren't sitting in front of you can say sorry and you realize that 1/3 party would be involved in making the decision. Do you mind if I sit down with so and so the CEO, Whoever it is and have a conversation with them about their goals and needs as well. Those four statements can give you a little bit more leverage and can help you recover from a rocky start or stumble in your negotiations. In the next lesson, we're gonna cover, had a scope and prepare for a negotiation. You know what questions to ask and when, So that you get all the information you need in order to land a plan 6. How To Scope Negotiations: this lesson is gonna be short and sweet. How do you plan for negotiation? Well, it's really important to consider the needs and wants of both parties. So first, consider your own needs and wants because you know those best and when writing down needs and wants, you want to consider the timeline of the project that's being currently scoped. So that is, if you have multiple projects with this particular client that you're negotiating with, you'll want to make sure that you're considering just this project now. Sometimes you can go a little bit longer if you have an established relationship with them and you're just renegotiating some terms. But in this case, for a one off negotiation, you'll want to consider just this project. So considering your needs and wants is a little bit tricky because you have to consider the things that are not negotiable to you, things like maybe your rate or whether you get a referral or staying inside of scope and things that you could be a little bit more flexible on things like specific natures of delivery bubbles and other things like that, Then you want to take your best guess at what the other parties needs and wants are to the better. You know, your client or potential customer, the better you will be able to address their needs. It's OK to ask questions during the negotiation to get closer to the real needs and wants of the other party. If you don't know what the needs and wants are, you're not going to do a good job negotiating to serve their needs, and they're not going to do a good job of understanding what it is that you need and want. If you don't communicated to them, either. Remember that negotiation is a conversation about that, and you want it to be a win win. So in that case, you have to make it as easy as possible for the other party to know what it is that you value. And you have to help them to make it easy for you to know what they value to. So it starts with really good questions. What things are negotiable for you. What things were not negotiable for you. Where is the most important part of this project? These types of scoping questions can help make sure that you get your proper rate and make sure that you're not suffering from scope. Creep down the line. Also, they help prevent mismanaged expectations between you and your client on what the delivery bles are supposed to be, which helps reduce conflict over time. Finally, what you need to do is write down your ideal outcome things that you hope happen over the course of the project and how you hope it ends. This could be milestones. It could be specific delivery, Bols. It could be timelines. It could be payment criteria. Anything that makes sense to you to include as an ideal outcome along the course of the project or even just the final deliverer herbal will help you get a clear picture of what you're gonna be asking for now. You also want to do this for the other party. If they have a different ideal outcome than what your ideal outcome is, there's a mismatch, and you'll have to negotiate that away if you don't negotiate it away when your prime in yourself for conflict, scope, creep and misery the best way to resolve any sort of mismatch in expectations during the negotiation is to ask better questions. So I would ask my prospect. What sort of outcome are you hoping for? What sort of delivery bols lead into that outcome? What's the timeline of those Liverpool's? Where you expecting to pay for those? Liverpool's In the next lesson, we're gonna talk about where conflict comes from in business relationships, how to prevent it in the first place. 7. Common Points of Business Conflict: conflict is pretty common in four different areas and business relationships. The contract face the outcome or delivery bols phase the payment phase, which is usually a symptom of a problem in one of the 1st 2 phases and also the support face. What happens after the contracts work is completed there. Three really simple ways to avoid most of the conflict that you will encounter is freelancer. The first is a very thorough line by lying review of the contract with the key stakeholder or the person who is going to be signing the contract or signing the checks. You can do that highlight. Anything that is coming up is a question or a concern and addressing before the work begins . You're going have so much better of working relationship with this plan than any other client that you have worked with before. Next, you want to review the specific delivery bols and timeline in the contract with the client so that you're both on the same page as Faras. When things are going to happen is especially important not just for project deliverables but payment. Deliver bals from the client to you if you can get that clarified ahead of time. There will be very little confusion when it comes time to asking for money or asking for delivery ball from you. Helpful tip here is to establish a grace period for you to fix a resolve any issue that comes up in the course of the work of the contract stating this in your contract gives you a natural remedy for fixing any immediate bounce back that the client could give you. And instead of them fleeing and running to a new contractor, a new consultant, you have the opportunity to fix it. It's explicitly written into your contract. Now, if it's feasible for you to check in 48 hours before a delivery ble is due, and if you've stated your deadlines in your contract explicitly, this is a good idea. If you check in 48 hours before a delivery ble is, do you can ensure that if you need a little bit more time that the client is properly informed and also that if you're going to deliver on time that the client is expecting and ready for your delivery herbal, there's nothing worse than having to wait for a client while they figure out the next time that they can review your work, and then you can start getting back into it again and you get this start and stop process that leads to scope. Creep. As far as the timelines concern, you can avoid that conflict entirely by checking in on a regular basis and setting your deadlines in advance in writing in the contract. If it's possible for you to do that, if it's not possible for you to do that, specify a range. The range of timelines and due dates will keep you from having that type of conflict and scope. Creep. The final thing that I'm gonna tell you. Document everything and be relentlessly honest and throw in your communications with the client whenever there's a problem. Whenever there's a delay, whenever there's been scope creep. Whenever there's been confusion documented, inform the client held them right away. Tell them your honest opinion about what's going on, Why, what caused it and how it's gonna be remedied because that's your job to fix it. But also it's really important to document what happened when, why, what caused it, how you attempted to fix it and what the client said in response. If you could do those things will keep your contract in your relations so much better with this client and more in the future. The next lesson we're gonna be covering scope, creep. 8. Understanding Scope Creep: the word scope creep. Don't send chills down your spine. You probably haven't been freelancing for very long scope. Creep is very simply any extension in the timeline of the contract beyond what was established or any deliver verbal that wasn't explicitly promised but is being asked for now as part of some sort of verbal or other arbitrary agreement. It's not explicitly in the contract scope. Creep is a killer is a vicious killer of freelancers, and you must deflect it every single time. You see it because we're people pleasers because we love to do what we are good at. And because we love to please our clients to zero good things. It's really difficult to say no to certain requests. And I don't think that you should be saying no to most requests when asked instead, I think what you should be saying is, Yes, and as in Yes, I can do that for you. And here's what it will cost. If you can remember to do this every single time you encounter scope creep, you will be able to turn a profit whenever a fellow freelancer might have eaten a loss. When you encounter scope, creep it's really important to be able to identify scope creep. So knowing what you're dreaming is knowing that you can take a minute before you respond to an email with Yeah, I sure can do that, knowing that it's OK to say on a phone call with a client, you know, want to check to make sure that that delivery will was in the contract. And if not, then I need to make sure to scope it for you properly so that I'm not dropping the ball on your other delivery. Cols. Those types of responses are really difficult to give, but if you can learn them, you will be able to succeed where others fail. The point at which you identify scope Creep is the exact point which you should notify your client. Whenever you identify that a contract has gone beyond scope, it's time to re scope that contract and either charge more or adjust the deadlines for the delivery balls. The next questions that you should ask are What are the priority of the new deliverables? What are the deadlines for the new delivery bols and what is the client willing to pay for those delivering goals if the client is not willing to pay more than they need to be willing to wait longer, or they need to be willing to forgo things that they have already asked for in order to get the new things on their list. It can also sometimes be beneficial to ask if it was the clients understanding that those items were included in the contract and where that misunderstanding occurred. When you negotiate, sometimes things can slip out verbally. Something's things can just be assumed on the part of the client or on your part. And when that's the case, it can be really helpful to you for future business tow line up What exactly happened so that you can fix it in the contract in the future. Finally, if you're one of the people who is absolutely terrified of offending the client by telling them no, we're using yes and and telling them the cost for the extra work that they're trying to put onto your plate. You need to remember that there is the sunk cost fallacy. The sunk cost, fallacy says, is really difficult to change your mind once you have already made it. There is decision inertia. So if you have money or time or effort invested into a person, a process freelancer most people will have a significant roadblock to changing away from that decision because it indicates a lapse in their personal judgment. So you have a little bit of wiggle room to say I'm really sorry this wasn't scoped. I would like to scope it for you, and I need to charge you for it to make sure that we're both operating fairly. If I can't charge you for it, I completely understand. I'm really sorry about missing this component in the contract, but I'm not able to do that work for free, knowing that that statement is totally fair because you need to be paid for your work and knowing that they're going to have significant inertia in switching away from you. You should feel comfortable to have that conversation to ask for what you work. It's not a nok expectation for a client or a lead to come to you and say, Will you do this for free? It's just not fair. Being able to have that conversation will save you a ton, frustration and a lot of overdue bills. In the next lesson, we're gonna talk about how to negotiate your rate with the claim 9. Setting Your Rate: I don't know why freelancers have such a hard time setting their rate and asking for what there were, but most of us do have a problem with setting a rate and getting what we're worth. The reason is because when we think something has value, the other party has to understand that value as well all of the inputs into that value. It's not just the cost of your time in the cost of your materials. It's also the cost of all of the education that led up to that point that created that figure that you're presenting as your rate. It helps to have some data to back up what you're asking for. So understanding a range of what professionals in your industry are charging from low to high and understanding where your skill set, how much experience you have, what your technique looks like and what your equipment looks like allows you to marrow in that range a little bit. Practice pitching your range in front of the mirror as much as possible. When somebody comes to you and asks for your rate, you can deliver a practiced figure. It costs between 3500 and $5000 to do this work. And here's why. And then you go into listing those points of value. Now they might not understand or agree with you because the jargon might be a bridge too far. And if that's the case, you have tow work on dialing that in and making it really simple for a layman toe, Understand? Placing value in the terms of the person you're negotiating with is really helpful. Exercise understanding value for yourself is cool, but it's not going to get do the rate that you're asking for. If the other party doesn't consider what you consider valuable valuable to them, practice saying yes and instead of no, Whenever you hear a complaint pushback on something about your rate or delivery herbal, you can say yes. And it's really important that we do this because dot, dot, dot or yes, and I'm happy to add that into the project if you think it's important and here's how much it will cost. Those yes, and opportunities are where you can avoid scope, creep and get into profit making opportunities get really clear on the timeline and the scope and as much as possible, documented explicitly into the contract. If you can, don't be afraid to turn down work. If the client is too pushy, that's a bad sign. If the client is disorganized, that's another bad sign, unless you're helping them to get organized as part of your work. If the work is not interesting to you, it's outside of the scope of something that you want to learn or something that you feel is your core competency. It's probably OK to pass on the work. Don't feel bad about passing on the work because what you're really doing is saving your client the opportunity to have to redo the project. Never negotiate from a place of desperation or a place of anger. It violates honest intent, and it doesn't create good outcomes for the plant. Finally, can never negotiate up. Always start your rate at the highest possible portion of the range and negotiate your weight down. If you need to, you cannot negotiate up. It does not work unless you are adding value and the client is convinced of that value. You will never be able to negotiate up as effectively as you can. Negotiating down from a really high number. I'm not talking about high balling here. I'm talking about delivering a range for the client to consider and saying I think what you're asking for is up here. So I have a scope correct and then allowing them to whittle down the scope until they find an acceptable price point for them. In the next lesson, we're gonna talk about handling tough questions. 10. Handling Tough Questions: Let's talk for a brief moment about handling tough questions. There are some questions that just seem to keep coming up again. And again. If you were a freelancer, the 1st 1 is Wow, Does it really cost that much? The simple answer to this is Yeah, And the reason is because your experience has taken a lifetime to prove you didn't just wake up in the morning decide to be a Web developer. So I hope not. If you are studying, if you are doing your due diligence, if you took time and energy and commitment to get where you are today, then of course your rate is what it is. Why would you diminish it just because somebody somewhere said, I don't know what went into this? It's silly to think our value is Onley surface level and to feel okay with diminishing that rate. When somebody who on Lee sees that surface level of how Maney numbers are being figure on the page after the dollar sign and they don't consider the thing that went into it all of the hours, all of the work, all of the commitment, all of the time, all the sleepless nights to make sure this thing was going to end up the way that you wanted it to end up. It's worth educating your client on the thing that adds value to your work. So these are the intangibles as well. It's not just how much Karen consideration you give to the client. It's How much can you support them afterwards? How long will this thing last? Is there a better warranty? Is your work better or have a better technique than the competition? These are things that lend to your ability to answer that question off value. When somebody talks about the price, what they're actually doing is they're telling you that they don't believe in the value that you're putting out there, and you have to add support for the value that you are X came for. And if you don't do that, you'll never get that rate that you're asking for. The next tough question is, but can't you just do one more revision? Or can't you just dot, dot, dot whatever that thing is usually my answer to This is yeah, And if you'd like to pay for an extra so and so number of hours that I'd be happy to consider doing that for you. If I think that it's beyond the scope of the current contract, I might have to bill you for it. That yes and statement is really powerful. We've talked about that before, but the yes and can get you from scope creep into a profit making opportunity. The final type of tough question isn't really a question so much as an ultimatum. When you receive ultimatums for clients, it's usually because they're the expectations have been mismanaged so badly that frustration has resulted now, and their frustration is at a fever pitch. You might not be able to save this contract if they're delivering you ultimatums. It's a really bad sign that something somewhere along the process has gotten really snaggle . And you have to figure out what that is if you're going to save clients in the future. But for right now, when you're sitting there in that room and you're facing an ultimatum, what do you do? You say I am sorry. I'm sorry and yes, and are two of the most important phrases that you can learn, even if somebody is being a complete and utter jerk to you. I'm sorry and yes, and can still save the day and allow you to save face while you decide which one of your competitors to send off the jerk to. It's not that you have to pander to jerks. It's that your reputation is a freelancer should always be above reproach. And operating with honest intent, like we talked about earlier, is one of the key differentiators that will make you a person that people are willing to pay for. The next lesson we're gonna be talking about body language. 11. Negotiation and Body Language: face to face negotiations. Add body language is consideration to You were already full plate of things to think about when you're negotiating body language and the environment that you're negotiating and now become an issue. So there are three main things that you really want to consider. Are you present for the negotiation? That is, Are you slouching out of energy, drained? Not really paying attention, pain, tensions, whatever's happening outside of the window and not really listening. You shouldn't be having that negotiation at the moment. Instead, you should be focusing on training. Become an active listener, actively asking questions, agreeing when it's appropriate nodding, acknowledging those types of signals mean Ah, lot when your negotiation. The second thing you'll need to consider is How do you introduce yourself? Are you present? Are you engaging? Are you smiling? Are you happy? Are you ready to negotiate? If you come into a negotiation, angry, upset, something is off. The other part is gonna pick up that, and it is going to drag the negotiations down. The final thing that you need to consider is is the environment conducive to having a good conversations that too loud, too noisy is too distracting. Are you going to be able to have a good conversation about values? If so cool, you picked a great venue. If not, it's time to leave and go somewhere where you have a better conversation. Those really only three things that you have to consider. You don't have to worry about whether or not you should have around Taylor Square table or where to sit at the table or whether you should be facing the door or the interior of the room. Or if your handshake was permanent, you don't need to worry about those things. Just worry about Are you present? Are you listening? Are you ready to negotiate? Are you in a good mood? And are you happy about the deal that you're about to make? And finally, is the environment conducive to having a good conversation? But that's it. That's really it. Next lesson, we're gonna talk about putting it all together and your project for this class 12. Recap and Your Project: negotiation. Conflict management essentially boiled down to one really useful skill listening. I understand that value is not universal. You're going to have to ask questions. Give demonstrations elaborate on your points, and it never hurts to document everything. First, make sure you've clearly stayed in your needs. Second, make sure that you clearly understand the other parties needs. If you don't ask questions until you get there next, make sure that your deliver bles are going to meet their needs as stated. And finally, make sure that you understand the timeline of the deliverables and the specific details of all of the deliverer bols that the client thinks that they're getting. And remember to build in some leeway with the client for an extra opportunity to repair a problem that comes up on the first iteration of work. Even if revisions aren't normally part of the scope of what you do, you can write it into your contract or negotiated with the claim on the spot. Also, remember your two most important phrases, Yes, and and I'm sorry. So let's talk about your project part number one. No negotiation can succeed unless you know the framework that you're negotiating from. So let's start with the facts. What do you do and what do you charge for it? Put this info into a Google doc and list your services and their rates. Our earlier project is okay and arranges All right, too under each service list. Your inclusions. These are the things that you do that make your value clear. List out the things that you charge extra for. In reality, that should probably be anything that isn't on the list of services, because these things would be scope creep. It's also handy if you list up things that clients commonly asked for that aren't included in your contract. Currently, part two. List out your needs when working with a client. A pulse and a wallet are not good criteria, but do consider your personal values. Do you need a client who's a little bit more understanding about your schedule because you're moonlighting, or do you need a client who's willing to work inside your project management system? What are the things that are deal breakers for you? How would you identify the perfect client? What things were not deal breakers but would require you to charge more because they're irritating. Part three is toe list out some common complaints or questions or issues that you've had and what someone has said to you in order to not pay you or to get you to do more work without being paid or otherwise created some sort of conflict for you for each item. If you can write down how you would address it, either in your process or your contract moving forward, this is a good, actionable step for you. It also helps you create a glossary of issues that you've encountered as a freelancer, which is a super useful practice because those questions do tend to come up from time to time and the last part. Think of a client or a prospect that you want to lander. Upsell outlined the project. What you think that, though value from it and what you think that they'll need in order to say yes. Then think about what their objections might be. For each objection or point of value, you want to come up with a line item that helps you explain it. Post this as your project for this class. You can hide any sort of identifying information or other things you don't want to be public knowledge on skill share. Finally, I would just practice your skills anywhere and everywhere you can. The easiest method, the way that I learned is to just re negotiate your contracts with your existing service providers. So I s P s cell phone service, you name it. A more accurate but complicated route would be to convince local organizations that you can do a project for them. I've also done this that ended up with some really exciting work that I wasn't necessarily getting paid for but had a lot of fun doing. You can also try renegotiating an existing scope creep contract with one of your clients. Just make sure you start with one that you don't mind losing. And that's all. I really hope you learned a lot about negotiation, conflict management, or at least took one or two actionable things away for your next client or prospect negotiation. If things go wrong, feel free to post a case study inside the class for us to look at, learn from and share with each other. The most critical thing that you can do from here forward is to talk about the issues that you're experiencing with fellow freelancers. That's how I learned. That's how every freelancer I look up to learn. And it's really important to be able to open up about those critical failures that we sometimes feel really embarrassed about but can definitely learned from, especially from one another. I hope to see you out there. And I hope that I don't negotiate against you someday because, uh, you know what I know now?