New Book Presents a Systematic Approach to Leadership Negotiation
Jim Camp, author of “Lead From No,” sees negotiation as a core competency every leader must develop. In fact, his new book explains that “If you lead any number of people, you are continuously negotiating with members of your team.” Leaders looking for ways to gain respect, make connections, and build trust with their teammates will find it in “Lead From No.”
“The strength of a leader-follower relationship is predicated on an underlying and enduring negotiation, where followers ‘decide’ to remain engaged and motivated.” Camp says, “Leaders who recognize the fragile nature of this agreement can avoid making assumptions. Instead of relying on implied authority to direct the actions of others, leaders who respect the decision-making of their teammates build more trust and cohesion.”
Camp is also the co-owner of Camp Negotiations and a retired Major General in the United States Air Force. He served proudly for many years as the Commander of the Ohio Air National Guard and National Guard Assistant to the Commander of the US Transportation Command. His accomplishments as a senior military leader include negotiating the largest pay increase in history for thousands of Air National Guard Instructor Pilots.
In the corporate world, Camp helped build Camp Negotiations as a coach and contributor to the book, “No: The Only System of Negotiation You Need For Work and Home.” His diverse leadership background, education, and military experiences bring a welcomed perspective to the Camp Negotiations Team.
In “Lead From No,” Camp builds on the foundational negotiation principles his father established in the Camp Negotiation System to provide a fresh approach to negotiation. Camp explains that the power of the approach is found in the willingness to hear and say “no.”
“Collaborating and inviting pushback from your team reinforces the strength of your agreements,” Camp says. “Affording your teammates the right to say ‘no’ is a critical piece of leadership negotiation. Leaders who don’t extend that right shouldn’t be surprised when they lose a teammate.”
A systematic approach that leads to success
Camp’s new book presents a systematic approach to leadership negotiation. While spectators can assume that effective negotiators operate “in the moment,” driving deals forward with a “from the hip” approach, Camp says consistent success in negotiations involves a methodical and organized approach. One of the key strengths of his approach is its ability to remove emotion from the negotiation process.
“Managing our emotions during a negotiation is critical,” Camp says. “Our desired outcome, or ‘need’ for the deal, can become so overwhelming that we lose control of our actions and how we behave. Applying a systematic approach to the process of reaching an agreement provides focus and emotional control. A system for preparation, execution, and debriefing will keep you centered in your opponent’s world, helping you uncover problems, build vision, and understand their decision-making process.”
Throughout his many years of experience with negotiations, Camp has seen how emotion is often the component that causes talks to break down. His instruction and coaching help leaders embrace a mindset that removes emotions from the equation, which keeps them from offering unnecessary compromises inspired by their fear of losing the deal.
Giving each party the right to say ‘no’
Leaders typically hear “no” as a form of rejection or failure. Consequently, it’s a word they try to keep out of the negotiation process, but Camp says this is a mistake.
“When either party says ‘no’ during a negotiation, it’s simply a decision to maintain the status quo, which is a decision that can still be changed,” Camp explains. “Rather than pressuring someone to say ‘yes,’ openly giving your opponent the right to say ‘no’ lowers the emotional pressure common in negotiations. It demonstrates your respect for their decisions and reduces the appearance of your ‘need’ for the deal.”
Camp casts “no” in a new role in the negotiation process. Rather than seeing it as a rejection, he views it as an opportunity to uncover problems and eliminate assumptions. As Camp explains in his book, “no” unlocks the real issues that must be addressed for negotiations to be effective.
Establishing the connection between negotiation and leadership
Camp’s extensive experience in leadership roles has shown him that leading involves much more than leveraging position, title, rank, or authority. To lead effectively, he believes leaders must develop the ability to reach agreements with their teams. His book defines a new type of leader — the leader/negotiator — and shows how to become one.
“The success of any organization relies on negotiated agreements, both internal and external,” Camp says. “Leaders who are lost when it comes to negotiating won’t be able to foster the strong agreements their organizations need. Embracing the concepts in my new book not only leads to better success as a negotiator but also to better success in any leadership position.”
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About the Author
Dr. Jerry Doby Editor-in-Chief of The Hype Magazine, Media and SEO Consultant, Journalist, Ph.D. and retired combat vet. 2023 recipient of The President's Lifetime Achievement Award. Partner at THM Media Group. Member of the U.S. Department of Arts and Culture, the United States Press Agency and ForbesBLK.
