Here's how you can advocate for your team's needs and resources by effectively negotiating with your boss.

We, as leaders, often have our own thoughts as to what might benefit our team but show trust and true leadership by asking your team what they need. Let them inform. Actively listen to them and ask clarifying questions to ensure you understand where their blocks are and what they need to be successful. Soon you'll be in the same position as you bring these to your own leader. You'll hope they do the same and actively listen and hear what you are bringing to them.

We must have clarity on what is expected from us as a team. A clear communication of vision to the team helps them to come up with their requirements. As a team leader, review those requirements to make sure that they are truly required or not. Discuss them with the team, and ask them to provide a rationale. This work will enable the team lead to present more appropriately to the seniors for approval

🎯 Approaching leadership with a well-prepared plan can set the stage for constructive dialogue and positive change. By actively engaging with your team to identify key areas for improvement, you not only foster a culture of collaboration but also equip yourself with a data-driven strategy that highlights your commitment to the team's success. This approach not only reflects your leadership skills but also positions you as a thoughtful advocate for your team's best interests.

Antes de acercarte a tu jefe, es imperativo entender completamente las necesidades de tu equipo. Recopila aportes de los miembros del equipo para crear una lista completa de recursos, apoyo o cambios necesarios para mejorar la productividad y la satisfacción. Prioriza esta lista según su impacto y urgencia. Esta preparación muestra a tu jefe que tienes una visión clara para el crecimiento de tu equipo y que eres proactivo para abordar los desafíos. En mi laboratorio clínico, hemos utilizado este enfoque para identificar áreas de mejora y asegurarnos de que nuestro equipo cuente con los recursos necesarios para alcanzar nuestros objetivos de manera efectiva.

Crafting negotiations with your boss to champion your team's requirements and resources necessitates finesse and strategic foresight. It's crucial to select an opportune moment, thoroughly understand your team's needs, and present them with polished, professional communication. Negotiation prowess is honed through practice, so consistently refine your tactics based on feedback and results. Maintain your advocacy for your team's needs with assurance and professionalism. Additionally, diligent follow-up is pivotal to guaranteeing the implementation and delivery of those needs.

🥅 Setting clear goals is not just about having a checklist; it's about envisioning a future where your team is empowered and equipped to meet challenges head-on. By defining SMART goals before negotiating with your boss, you're not only preparing to advocate for your team's needs but also demonstrating foresight and strategic planning. This approach shows that you're invested in the long-term success of your projects and the growth of your team, which can lead to a more constructive and outcome-focused conversation.

Tener objetivos claros es la base de cualquier negociación exitosa. Determina lo que esperas lograr de la conversación con tu jefe. Ya sea más personal, mejores equipos o capacitación adicional para tu equipo, tener metas específicas, medibles, alcanzables, relevantes y limitadas en el tiempo (SMART) te ayudará a presentar tu caso de manera efectiva y mantener la discusión centrada en lo que es importante. En mi laboratorio clínico, hemos utilizado este enfoque para negociar recursos adicionales y garantizar que nuestro equipo tenga lo necesario para cumplir con nuestras metas de manera eficiente.

Absolutely, setting SMART goals for your conversation with your boss is a great strategy. Let's break it down: • Specific: For example, if you're aiming for more personnel, specify the number of additional team members needed and their roles. • Measurable: Determine how you will measure success. Example : improved customer satisfaction. • Achievable: Ensure that your goals are realistic and feasible given the resources and constraints of your organization. • Relevant: Make sure they contribute to the overall success of the organization and address important needs or challenges. • Time-bound: Set a deadline or timeline for achieving your goals.

Los objetivos claros son la clave del alcance y el éxito del negocio, un método Smart permite tener una planeación adecuada y paso a paso materializar a través de una estructura definida que viene desde el escaneo de necesidades y los macro indicadores de la compañía.

The only thing more important than having clear, SMART goals, is also having the system in place to tracking & measure progress towards goal attainment. In any negotiation, make it objective, and not subjective. This can help your case by quantifying impact and see the results through changes in the measurement trends.

El momento puede tener un impacto significativo en el resultado de tu negociación. Selecciona un momento en el que tu jefe esté menos propenso a estar ocupado o bajo presión. Esto podría ser después de lograr un avance significativo en un proyecto o durante una fase tranquila en el ciclo de investigación. Evita momentos de crisis o alta presión, ya que tu jefe podría estar ocupado atendiendo otros asuntos urgentes. En mi laboratorio bioquímico, hemos descubierto que elegir el momento adecuado para plantear nuestras necesidades puede conducir a una mayor receptividad y una mejor disposición para considerar nuestras propuestas por parte de la dirección.

In my opinion the following is to be considered Be calm : Lead the negotiation with a calm and professional demeaner. Even if the situation seems to get away from you be aware not to confront or be overly defensive as these could lead to further make the negotiation difficult Anticipate the objections : Put yourself in the place of management and try to see where they would object to the negotiation. Anticipating these objections and having an objective evidence backed reply would go a long way to make negotiation more fruitful

This is very key to every negotiation. That is why in sales, you must be friends to gate-keepers. The secretary or the executive assistant to you boss know the best time to come. You cannot negotiate for a team when they are underperforming. You only negotiate for a team after a win but also pay attention to the emotional and biological stress of your boss. Do not start a meeting of negotiation when your boss is press for time or after an ugly event. You can reschedule to get a fruitful outcome. Also as a manager that want results, do not start a negotiating meeting when you are in an hurry, you arsenals will be released untimely and will not have effect.

Sempre antes de uma abordagem procure sondá-lo, certifique-se que o mesmo encontra-se em um bom dia, pois precisamos de concentração para envolvermos o mesmo no projeto.

Utiliza ejemplos de éxitos pasados para ilustrar cómo recursos adicionales podrían conducir a logros aún mayores. En mi laboratorio bioquímico, hemos encontrado que esta aproximación directa y fundamentada en ejemplos concretos ha sido efectiva para persuadir a la dirección sobre la importancia de invertir en recursos adicionales, lo que ha resultado en mejoras significativas en nuestra capacidad de investigación y en la calidad de nuestros resultados.

Being prepared and articulate when discussing your team's needs with your boss is crucial. 1. Prepare Your Case:Before the meeting, gather data and examples that clearly demonstrate your team's current workload. 2. Be Clear and Concise: During the meeting, Present your points in a clear and straightforward manner. 3. Honesty is Key: Be honest about the team situation is facing,but avoid over-dramatizing or exaggerating the challenges. 4. Highlight Benefits: Explain how the resources you're requesting will not only alleviate current challenges but also benefit the organization. 5. Use Past Successes:Draw on past successes to illustrate how additional resources have directly contributed to positive outcomes for the team and the organization.

Communicate in numbers and percentages. Don't go to a negotiating meeting without having your numbers in your hand. Show your boss what the current position is and what is possible when the team is motivated. Remember this- Numbers don't lie

Direcione a conversa de forma franca e direta, com clareza nos detalhes, pontuando os benefícios que será acrescentado para empresa e equipe.

La negociación es una calle de doble sentido, así que escucha activamente la perspectiva de tu jefe. Pueden tener información o limitaciones de las que no estés al tanto. Al mostrar que valoras su opinión y estás dispuesto a trabajar dentro de las limitaciones de la empresa, construyes confianza y es más probable que llegues a un compromiso que satisfaga a ambas partes. En mi experiencia en el laboratorio bioquímico, hemos encontrado que al estar abiertos a escuchar las preocupaciones y sugerencias de la dirección, podemos encontrar soluciones que equilibren las necesidades del equipo con los recursos disponibles, lo que resulta en un ambiente de trabajo más colaborativo y en decisiones más informadas.

Never forget, that we are all humans. So show your human side. Show your empathy. Being professional doesn’t mean that one can’t be empathic.

To practice active listening: 1. Give Full Attention: Put aside distractions like phones or laptops during conversations. Maintain eye contact and face the speaker to show your focus. 2. Reflect and Clarify: Paraphrase what you've heard and ask clarifying questions. 3. Nonverbal Cues: Use nods and appropriate facial expressions to convey that you are engaged and understand the points being made. 4. Avoid Interrupting: Allow the speaker to finish their thoughts without interruption. This shows respect for their input and can lead to more comprehensive communication. 5. Respond Appropriately: Once fully understood, respond with thoughtful and relevant comments or advice.

Never forget, that we are all humans. So show your human side. Show your empathy. Being professional doesn’t mean that one can’t be empathic.

By listening actively, your boss will usually give you all the feedback you will need to be able to clearly articulate and address their concerns or risk to you plan. If you're not able to effectively listen and capture these elements, it is very likely the negotiations may not go your way if you can't acknowledge and address the feedback.

Here are some tips for looking after your tradies. 🔹 Provide a safe work environment: Ensure that your workplace meets safety standards and provides necessary safety equipment and training to your tradies. Regularly assess and address potential hazards to minimise the risk of accidents. 🔹 Offer fair compensation. Pay your tradies fairly and provide competitive wages or rates. Recognise their hard work and consider offering bonuses or incentives for exceptional performance. 🔹 Foster open communication: Create a culture of open and transparent communication. Encourage your tradies to share their ideas, concerns, and feedback. Actively listen to their input and address any issues promptly.

After a productive negotiation with your boss, it's crucial to follow up promptly to solidify agreements and ensure your team's needs are met. A concise email summarizing key points discussed, decisions made, and any action items is essential. Express gratitude for their time and consideration, reiterate your commitment to achieving mutual goals, and provide a clear timeline for next steps. This proactive approach demonstrates professionalism and commitment, fostering a positive working relationship while ensuring accountability.

Based on my experience, I have found it very useful to summarize what was discussed, clearly highlighting the most important points covered, the commitments made, and suggesting dates for updates and follow-ups.

When negotiating, articulate the risks of inaction when advocating for your team's needs. What could go wrong if resources and support aren't allocated appropriately. By Identifying potential consequences, such as decreased productivity or compromised quality of work, you make the case for why action is necessary. Quantifying the impact and illustrating examples help make these risks tangible. Emphasize how addressing these needs isn't just about avoiding problems—it's also about creating opportunities for innovation, growth, and organizational success. Ultimately, by offering proactive solutions and aligning your arguments with broader organizational goals, you effectively advocate for your team and drive positive change.

Para defender las necesidades y recursos de nuestro equipo y negociar eficazmente con un responsable hay que "vender" y hay que "negociar". La venta requiere confianza y tener una relación, conocimiento del "producto" que se va a vender y que el que tiene que comprar vea sus beneficios. Eso requiere tiempo de calidad con el equipo y con el proyecto. Desde ahí usar el método de Harvard, ➡Separar las personas de los problemas ➡Centrarnos en intereses, no en posiciones ➡Buscar el beneficio global, no trozos interesantes ➡Usar criterios objetivos Y buscar el momento donde la comunicación sea efectiva y preguntar y escuchar!

Here's what else to consider: ✓ Understand Your Team's Needs: Clearly identify what resources (e.g., budget, staffing, equipment) your team requires to succeed. ✓ Prepare Your Case: Gather data and examples to support your needs, emphasizing how they align with organizational goals. ✓ Schedule a Meeting: Request a dedicated time to discuss your team's needs, ensuring your boss can focus on your proposal. ✓ Highlight Benefits: Clearly articulate how providing these resources will benefit the team's productivity, morale, and overall success. ✓ Be Open to Compromise: Be flexible and willing to negotiate alternative solutions if your boss has constraints or concerns.

Just like we teach our sellers: build a business case. It’s not about persuading, or negotiating, etc. Not on how your team is impacted, but where it sits and how it delivers leverage for the broader organization.

Advocating “my team’s needs” is basically supporting your plans if your the lead person or manager . The boss who will approve will only ask 2 things , Is it a need or a want ! If it’s a need- you can justify cost / benefit easily . If it’s a “want” - focus on compromise . Like training the next leaders internally ( cheaper) but get 3rd party certification, the need may/ may not come in the next 1 yea r perhaps. But still, if it’s included in the approved budget for next year , it’s a success I suppose . Consumed or not.