DECISION MAKING THE INTERNATIONAL NEGOTIATION AUTHORITY

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1 DECISION MAKING THE INTERNATIONAL NEGOTIATION AUTHORITY

2 CEO MESSAGE This program is only for directors, VPs, leaders, and managers with high-level negotiation responsibilities. We focus on the core competencies that are important in top management and will be critical in the future. THE NEW ROLE OF TOP MANAGEMENT IN NEGOTIATIONS We define the new role of top management in negotiations. In the future, global structures and decisions in matrix organizations will require a new approach. Based on our experience from supporting difficult negotiations we know which responsibilities must be assumed and which should not. We work with the best negotiators in the world and prepare solutions for your tough negotiations. You will receive feedback on your negotiation style and on the strategies and tactics that fit you and your objectives. All workshops are very intense, condensed to the essentials, and focused on the responsibility of top management. Cordially yours, Matthias Schranner CEO SCHRANNER AG DECISION MAKING 3

3 PROGRAM FACULTY 7 STEPS WORLD CLASS This program, Decision Making, provides you with expert knowledge in exclusive, small groups. We discuss difficult negotiation cases and prepare practical solutions for implementation. You will be coached and assessed on your strengths and potentials. You ll get feedback from people who know what they are talking about. Our program is complemented by e-learning, a Virtual Negotiation Classroom, and social media. FACULTY L 6 1 Hengge TEAM Schranner TOP MANAGEMENT Schranner BEST PRACTICE SHARING 5 Noesner STRESS 2 Schranner MANAGING GLOBAL TEAMS 4 3 Mullender INFORMATION Dierickx LEADERSHIP Matthias Schranner Richard Mullender Ingemar Dierickx Gary Noesner Helga Hengge PERSONALIZED COACHING 4 SCHRANNER AG DECISION MAKING SCHRANNER AG DECISION MAKING 5

4 OUR EXPERIENCE The Schranner Negotiation Institute is the leading consulting firm when it comes to support difficult negotiations worldwide. We provide clarity and stability in critical moments. Numerous Fortune 500 companies are supported by our Negotiation Scorecard. We analyze positions of power, internal and external relationship management, and we design a stable and proven negotiation process. We train all managers involved to become professional negotiators and we implement new strategies in the enterprise. FACTS & FIGURES 3,600 ALUMNI MEMBERS 5 CERTIFICATION PROGRAMS 72 NATIONALITIES JOINING OUR SEMINARS EACH YEAR 45 SEMINARS AND WORKSHOPS FOCUSING ON DIFFICULT NEGOTIATIONS 2,800 PARTICIPANTS GLOBALLY PER YEAR 40 EXPERTS IN OUR FACULTY 20,000 TOP NEGOTIATORS WORLDWIDE FOLLOWING OUR APPROACH Matthias Schranner is Europe s best-known negotiation professional. 20 % USA 25 % GERMANY 5 % UNITED KINGDOM 20 % SWITZER- LAND 10 % AUSTRIA 5 % MIDDLE EAST 10 % CHINA 5 % SINGAPORE DIE ZEIT 6 SCHRANNER AG DECISION MAKING SCHRANNER AG DECISION MAKING 7

5 WORLD CLASS LOCATIONS LONDON LONDON NEW YORK CITY ZURICH ST. MORITZ ZURICH HONG KONG ST. MORITZ NEW YORK CITY 8 SCHRANNER AG DECISION MAKING HONG KONG SCHRANNER AG DECISION MAKING 9

6 7 DAYS OF PEAK DECISION MAKING DAY 1 Matthias Schranner: THE NEW ROLE OF THE DECISION MAKER ZURICH Language: German We define the new role of top management in negotiations. A decision maker must not be damaged in negotiations and therefore should not be present during negotiations. The new responsibility focuses on the selection of the team, the control of the team, and the new relationship management in global processes. The negotiation expert, Matthias Schranner, was trained by German police and the FBI for the most difficult negotiations. Matthias Schranner advises decision makers in politics and business in more than 40 countries, including the USA, China, Russia, Ukraine, and Japan. He serves as adjunct faculty for negotiations at the St. Gallen University and is President of the SNI LLC New York. He developed the Negotiation Scorecard that supports a number of Fortune-500 Companies. TOPICS: > LTN License to Negotiate > Defining goals and responsibilities > Proper behavior in difficult situations > Escalation when and how? 10 SCHRANNER AG DECISION MAKING SCHRANNER AG DECISION MAKING 11

7 DAY 2 DAY 3 Matthias Schranner: MANAGING GLOBAL TEAMS HONG KONG Language: English As a decision maker, you lead negotiation teams in different cultures, time zones, and legal environments. You often do not know your team members personally, which makes individual briefings difficult. The updates on the negotiation process are often sluggish, and filtered to appear positive. Leading the negotiation team of the future is done through a License to Negotiate. Your responsibilities as a leader begins long before the negotiation comes to a deadlock. TOPICS: > License to Negotiate > Briefing and de-briefing > Leadership and results assurance > Leadership without intervention Richard Mullender: INFORMATION LONDON Language: English In the future, you will have even less time for intense discussions. You are supposed to filter out the information that you need in a short amount of time. And not to listen to the one that is presented to you. It is especially the information that is not visible at first glance that is critical for a solution. It is important to hear what is being said. To hear what is not being said is even more important. Richard Mullender, chief negotiator of Scotland Yard, focuses on reading between the lines. TOPICS: > Communication secrets of a hostage negotiator > Active listening without asking questions > Reading between the lines Richard Mullender says that negotiation success depends primarily on the ability to listen. In negotiations, one must not ask questions, but one should stimulate the information flow from the other side. Professional listening is more than listening, it is the reading between the lines. It is necessary to pay attention to the things that were left unsaid. 12 SCHRANNER AG DECISION MAKING SCHRANNER AG DECISION MAKING 13

8 DAY 4 DAY 5 Ingemar Dierickx: LEADERSHIP ZURICH Language: English A top manager cannot take care of everything in complex and global negotiations. When should you provide help, when should you support negotiations and be available as a counterpart for your team? When should you make demands, hand over responsibility and tolerate the cries for help from all directions? We clarify in which negotiation phases you should become active. TOPICS: > Analyze your own leadership capabilities for negotiations > Develop your own leadership style > Visions, goals, and implementation in difficult negotiations Prof. Ingemar Dierickx has supported global companies in difficult negotiations for 30 years. He taught at INSEAD and other universities and has profound experience in steering negotiation processes. Gary Noesner: STRESSFUL NEGOTIATIONS NEW YORK CITY Language: English In difficult negotiations with a high level of stress, rational communication patterns do not work. Appeals to reason go up in smoke, the desire to find a win-win agreement remains unfulfilled. Now you must be able to withstand the pressure and find a solution where there seems to be none. The toughest negotiator at the FBI, Gary Noesner, gives insights into the world of extreme negotiations about life and death. TOPICS: > The balance between rationality and emotionality > Creating an atmosphere conducive to gaining cooperation > Ways out of a deadlock Gary Noesner was Chief Negotiator for the FBI and therefore responsible for the most difficult negotiations. He negotiated more than 120 hostage-takings in the Middle East, in South America, and Asia. His book, Stalling for time is a must for all negotiators worldwide. 14 SCHRANNER AG DECISION MAKING SCHRANNER AG DECISION MAKING 15

9 DAY 6 DAY 7 Matthias Schranner: Helga Hengge: ZURICH ST. MORITZ BEST PRACTICE SHARING Language: German With our acquired knowledge, we will discuss the most difficult cases in a small group. We analyze tough cases, prepare goal definitions and the proper negotiation strategy. We accompany the implementation with the Virtual Negotiation Classroom, which has been designed exclusively with this program in mind. 16 SCHRANNER AG DECISION MAKING MOUNTAINEERING WITH HELGA HENGGE TEAM Language: German Mountaineers and top-managers have more in common than the urge to get to the top. Leading and motivating teams; responding with flexibility to external forces without losing sight of the goal; coping with set-backs and sometimes starting from scratch; assessing risks, managing resources, and planning projects meticulously the challenges managers and economic strategists are facing are surprisingly similar to those of mountaineers. After the mountain tour Helga will take us to the summit of Mount Everest in the setting of a rugged mountain hut where we have a whole evening to talk about the challenges of team spirit in the face adversity. Helga Hengge is an inspiring keynote speaker, author, and mountaineer. She was the first German woman to successfully climb Mount Everest and the Seven Summits the highest mountain on each of the seven continents. In her presentations Helga shares her passion for adventure, for pushing physical and emotional boundaries in the face of overwhelming challenge, and the secrets of success. SCHRANNER AG DECISION MAKING 17

10 REGISTRATION You have the option for a non-binding reservation. Tell us your preferred dates and we plan and develop the workshops. Due to a maximum of 5 participants we can inform you at very short notice. Please register and give us your final decision 4 weeks before the scheduled date. 7 days with pre- and post-learning CHF 18,000 For additional information on our Terms and Conditions, cancellation policy and organization, please visit us at All content is copyrighted and must not be copied nor published without the prior written consent of the relevant author. 18 SCHRANNER AG DECISION MAKING PHOTOS: istock.com/filippo Bacci, S. 8; Fotosearch.com, S.9 (2); Travelpix Ltd, S. 9; swiss-image.ch / Christof SondereggeChristof Sonderegger, S. 9 It is my great honor and privilege to work with the Schranner team. It is an outstanding opportunity to share negotiation knowledge, experiences, perspectives and skills. This interaction creates a rare and valuable learning opportunity for all. Gary Noesner Former Chief of the FBI Crisis Negotiation Unit It is a privilege to exchange ideas with the Schranner Negotiation Institute. I am impressed about the people you bring together, all of them are involved in tough negotiations. Ingemar Dierickx SCHRANNER AG DECISION MAKING 19

11 THE INTERNATIONAL NEGOTIATION AUTHORITY Schranner AG Negotiation Institute Limmatstrasse 260 CH-8005 Zurich Phone Fax Schranner Negotiation LLC 222 Broadway, FL. 19 New York, NY Phone +1 (212)

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