AO_Logo_RED_RGB © Allen & Overy LLP 2010 1 PaintBands 9.11.2010 PrF MUNI Vyjednávání obchodních smluv v mezinárodní praxi © Allen & Overy LLP 2010 2 Agenda –Introduction – –Objectives – –Interpersonal skills – –Negotiation game 3 Introduction © Allen & Overy LLP 2010 4 Shield 1.How you feel about the course 2. 2.What you want to gain from the course 3. 3.What you can contribute to the others 4. 4.What value you want to deliver © Allen & Overy LLP 2010 5 Allen & Overy at a glance – – 80th anniversary 455 partners 2,111 other lawyers 2,079 support staff 4,645 total firm 36 offices in 26 countries 100 countries in which we operate £1,051m ($1.6bn; €1.2bn) turnover almost 60% of turnover from outside London 2/3 of our work involves 2 or more A&O offices © Allen & Overy LLP 2010 6 Global presence - 2010 © Allen & Overy LLP 2010 7 Fields of law –commercial law –banking –international capital markets –litigation –tax –labour law –real estate –other –34% –28% –17% –9% –4% –4% –3% –1% © Allen & Overy LLP 2010 8 Allen & Overy – ocenění –SVĚTOVÁ OCENĚNÍ – –Světová právní firma roku – Project Finance International, 2009 –Asijská Pro Bono právní firma roku – IFLR Awards 2008 –Nejvíc inovativní právní firma – Innovative Lawyers Report 2007, Financial Times – –OCENĚNÍ VE STŘEDNÍ A VÝCHODNÍ EVROPĚ – –Vedoucí bankovní a finanční praxe ve střední a východní Evropě – Chambers Global 2009 –Evropská Pro Bono cena – IFLR 2008 –Mezinárodní právní firma roku – The British Legal Awards, 2007 – – – – – 9 Entrepreneurial spirit & energy Our values Dedication to our clients Helping our people to achieve their potential Respecting & including every individual Working together as one firm Excellence in everyone and everything 10 Objectives © Allen & Overy LLP 2010 11 Cíl, Obsah, Osnova –V rámci předmětu si studenti osvojí praktické vyjednávací a komunikační dovednosti, získají základní právní znalosti ohledně typické mezinárodní transakce (akvizice společnosti či poskytnutí úvěru) a v závěru předmětu si vše vyzkouší na praktickém příkladu pod dohledem zkušeného transakčního advokáta –Teorie praktický nácvik vyjednávacích a komunikačních technik, schopností a dovedností, týmová spolupráce, řešení problémových situací a překonávání překážek – © Allen & Overy LLP 2010 12 Objectives –Qualities, skills & behaviours – –Development – –Interaction – –English j0197655 13 The anatomy of deal © Allen & Overy LLP 2010 14 Your personal development –Personal development requires understanding and effort in three areas: – –1. What do I want to get better at? – (requires positive and pro-active attitude) – –2. Where am I now in respect of this? – (requires openness to feedback and personal reflection) – –3. What new actions may help? –(requires commitment to action and reviewing process) © Allen & Overy LLP 2010 15 The value of what we deliver and what we do –Importance of the work you do – –Maximise the value of this contribution – –Achieve excellence MMj03566010000[1] © Allen & Overy LLP 2010 16 The value of what we do – –What is the value you and your colleagues deliver? – – –How important is the work you do? – MCj03516100000[1] © Allen & Overy LLP 2010 17 What we need to succeed –What personal qualities… –to be open, patient, polite, responsible, flexible, communicative, initiative –What skills… –communication, IT skills, time management, phone skills, organisational skills –What behaviours… –to be friendly, calm, professional, willing to help, ambitious, ability to work under pressure MCj02373370000[1] © Allen & Overy LLP 2010 18 The firm is as good as the worst person within it 19 Interpersonal Skills © Allen & Overy LLP 2010 20 Creating and sustaining a positive impression In a people business it is important to remember: 1. Once in contact with someone there is always an influence and always a reaction 2. A positive generates a positive and a negative generates a negative 3. The smallest detail of influence can determine the entire outcome 4. We can consciously influence the sub-conscious reactions of others © Allen & Overy LLP 2010 21 Responsibility Range MMj02834920000[1] J L •Achievement •Success •Responsibility •Control •Opportunities •Proactive •No goals •Passive •Not in control •Obstacles •Reactive •No interest © Allen & Overy LLP 2010 22 Professional –Totally committed serving the clients – –To do more than required – –Polite in all situations – –Managing stress effectively © Allen & Overy LLP 2010 23 Unprofessional –Not able to apologise for mistakes – –To be touchy and sensitive – –Not respecting cultural and other differences – –Not supporting others © Allen & Overy LLP 2010 24 Responsive –Problem solving – –Pro-active – –Creative thinking – –Positive attitude © Allen & Overy LLP 2010 25 Unresponsive –Discouraging body language – –Not thinking ahead – –Doing the minimum – –Not reading between the lines – © Allen & Overy LLP 2010 26 Body Language & Assertiveness –Body language –The way you move, your postures, your gestures –Does not always reflect what we say – –Aggressive, Passive, Assertive –Be aware of words, actions and body language – –How we want to be seen –Welcoming, slick & simple, entrepreneurial spirit & energy © Allen & Overy LLP 2010 27 Handling negative feedback –How do you deal with it when you feel you are being criticised? – –How do assertive people deal with it? –Listen to what is being said –Think about whether or not there is any truth –Ask for clarification or for specific examples © Allen & Overy LLP 2010 28 Improving Personal Efficiency –Ask for deadlines – –Keep colleagues up to date with workload – –Be more assertive – –Giving feedback 29 Clients © Allen & Overy LLP 2010 30 Clients –What do they expect from you? –producing high quality work, punctuality, politeness, professionalism, flexibility, consistency, technical skills – –What do you need from them to support them? –correct and precise information, patience, understanding, politeness – –What can go wrong & how can you prevent this? –misleading information, miscommunication, misunderstanding – –What service excellence do you offer them? pe02663_ © Allen & Overy LLP 2010 31 Dedication to our Clients –Totally committed to serving our clients – –Manage our clients' expectations – –Relationship with our clients based on openness, trust, mutual respect and integrity – –Proactive with our clients, anticipating their needs & providing clear solutions in time – –To be fast and efficient © Allen & Overy LLP 2010 32 What do our clients want? –To be “Number 1” –Top clients require top service providers –things to come out their way, to be treated fairly, valued and respected –Trust & Confidence –security, honesty –Good working relationship –receiving information, to be greeted by name, valued as people MCj01407030000[1] © Allen & Overy LLP 2010 33 Your client experience MCj02322760000[1] © Allen & Overy LLP 2010 34 How can you help? –Being professional, positive, confident & responsive – –Taking an interest in your work – –Quality communication – –Using your initiative MPj03988310000[1] © Allen & Overy LLP 2010 35 Benefits –Internal – –Enjoyable working environment –Smooth procedures and systems –Greater job satisfaction –Best practice – –External – –Professional image –Loyal clients –Clients becoming our partners MatBenefits 36 Communication © Allen & Overy LLP 2010 37 Your perception: Everything is seen through our own ‘filter’ Copy of obr1 © Allen & Overy LLP 2010 38 Core communication skills obr2 © Allen & Overy LLP 2010 39 Communication –Different types of communication: –Face-to-face communication –E-mail communication –Telephone communication – –Quality communication: –Sent –Received –Understood –Verified – follow-up, feedback j0435241 © Allen & Overy LLP 2010 40 Questioning –The depth of our understanding and decision-making is determined by the depth of our questioning: – 1. Closed questions: – Do you…, Is it…, Don’t you think…? – 2. Open questions: – Why, what, where, how, who? – 3. Creative open questions: – Why, what, where, how, who? © Allen & Overy LLP 2010 41 Questioning Skills –Asking the right questions: –Open –How…? What…? Where…? Why…? When…? –Closed –Did/Didn’t you…? Will/Won’t you…? Is/Isn’t…? Shall…? Should…? May…? – –Answering questions: –Clear & simple –Keep messages brief and to the point –Quick response –Make it clear whether you expect a reply, and if so, when j0395769 © Allen & Overy LLP 2010 42 Improving Questioning Skills –Effective Questions – –Ineffective Questions/Answers: –Personal –Irrelevant –Unclear –Limiting –Misleading – –Ineffective Questions (Personal) → Effective questions j0078622 © Allen & Overy LLP 2010 43 Listening • § Passive: We are aware of others’ words. Our attention if focussed elsewhere; § Reactive: We are aware of others’ words and their meaning. We listen to the point of disagreement. We interrupt or inwardly judge; § Active: We notice our own inner reactions and suspend them while seeking a fuller understanding of the other person’s meaning and motivation © Allen & Overy LLP 2010 44 Listening MCj02505310000[1] • Barriers to effective listening: § External §Noise (typing when on the phone), other people, interruption, phone ringing, connection problems, talking over the shoulder § Internal §Bad feeling, state of health, mood, other things on mind, no interest © Allen & Overy LLP 2010 45 Acknowledging –The essential tool for dealing with perceived conflict or disagreement. The –unconditional validation of another person’s states view. –Note: acknowledgement ≠ agreement! – –Forms of acknowledgment –„Yes“, „Yes and…“ –Non-mechanical paraphrasing or repeating of their words –Own style: nods, „ah-ha“, etc – –„Yes, but“ = „No!“ – –Benefit of acknowledgment –Generates empathy, mutual understanding and confidence –Reduces defensiveness © Allen & Overy LLP 2010 46 How do you know? –Not listening –Interrupting, finishing other person’s sentence, changing the subject, making listening noises after the person has stopped speaking – nodding, not paying attention, ask to repeat a sentence, disturbing, doing other things, no interest – –Listening –Summarising, repeating back facts, reflecting back of what has been said e.g. “That sounds to me like …”, being interested MCj03518550000[1] © Allen & Overy LLP 2010 47 Being concrete in communication –Characteristics of concrete communication –Positive rather than negative –Focussed on solutions rather than problems –Specific rather than vague –Benefits of concrete communication –Generates confidence and security –Saves time –Requires and encourages the habit of preparation © Allen & Overy LLP 2010 48 Telephone techniques –First contact – –Appropriate greetings and endings – –Listening skills – –Dealing with difficult callers – –Telephone etiquette – – MCj03078280000[1] © Allen & Overy LLP 2010 49 Couple more tips… –Don’t answer the phone while eating… – –Always ring back when you have missed calls – –Social chat may be pleasant, but taken to extremes it wastes time – –If you don’t know an answer, always transfer a client to someone else – –Don’t talk to anyone else when on the phone. Put the other person on hold, then talk. – –At the end of a call, summarise the points made: This ensures that both people agree on what has been said, and know what action will be taken. 50 Multiculture © Allen & Overy LLP 2010 51 Multiculture –Cultural intelligence – –Integration at all levels – –Intercultural challenges – MPj04000500000[1] 52 Diversity © Allen & Overy LLP 2010 53 Diversity –Equal opportunities – –Similarity – –Difference adds value – –Inclusion – –Culture of equality © Allen & Overy LLP 2010 54 Diversity –Diversity awareness in the workplace – –People come from different backgrounds – –Diverse teams MPPH02283J0000[1] 55 Team working © Allen & Overy LLP 2010 56 Working Together as One Firm – –Take responsibility for, identify with, and share in the success of the firm – –Ensure a good team spirit, openness and friendliness in the workplace – –Help & support each other and take pride in each other’s success © Allen & Overy LLP 2010 57 What is a Successful Team? –Clear goals and objectives MPj04010360000[1] Equal roles Use a wide range of skills Support each other Discuss problems Give praise & celebrate © Allen & Overy LLP 2010 58 Team development –Forming Storming Norming Performing Ø Stage when a team is formed; high risk stage – members have not worked together before and their roles not defined yet. Ø From the word “storm” – reflects problems which may occur. Some people disagree about tasks/roles, some find it challenging. The aim is to identify problems and find solutions. Ø Stage where „norms“ and routines develop. The team members start to understand their roles and working in a team. The purpose of the team is understood. Ø Stage where the team successfully managed to work together effectively, trust each other, able to solve problems and communicate. © Allen & Overy LLP 2010 59 Why Teams fail –Poor communication – –Unwillingness to accept responsibility – –Losing focus – –Unclear project goals – –Unclear roles division j0197784 © Allen & Overy LLP 2010 60 Foundations of time and workload management –Preparing –An investment that saves time in execution –Being concrete –Reduces/eliminates misunderstandings and loss of time –Concrete plans create security, motivation and involvement –Delegating –Saves time short-term through delegating the activity, planning and problem-solving –Saves time long-term through allowing others to learn –Saying ‘no’ –Affirms your personal and professional priorities –Includes suggesting alternative timings/courses of action, and indicating their potential benefits –Helps maintain your own discipline © Allen & Overy LLP 2010 61 Managing your time: value it, budget it! –Your ‘to-do’ list represents your outgoings. To be reliable, it must include your known prospects, your routine ‘fixed’ activities, as well as an allowance for unexpected workload –Allocate ‘to-do’ list items to time slots in your diary –Group similar activities together wherever possible –Budget private time too, involving loved ones –Diarise activities to look forward to – – – „Things which matter most must never be at the mercy of things which matter least.“ – Goethe 62 Negotiation game © Allen & Overy LLP 2010 63 Objectives –Qualities, skills & behaviours – –Development – –Interaction & Integration – –English j0197655 © Allen & Overy LLP 2010 64 Questions? These are presentation slides only. The information within these slides does not constitute definitive advice and should not be used as the basis for giving definitive advice without checking the primary sources. Allen & Overy means Allen & Overy LLP and/or its affiliated undertakings. The term partner is used to refer to a member of Allen & Overy LLP or an employee or consultant with equivalent standing and qualifications or an individual with equivalent status in one of Allen & Overy LLP's affiliated undertakings.