You don’t always have to do it, but when you negotiate with colleagues, you stand a good chance of winning.
Much of what happens among newsroom colleagues is the result of unspoken agreements. Some people routinely take on responsibilities beyond what’s in their job descriptions. Others notice newsroom needs and decide to fill them.
But some decisions, such as those about who will cover which beats or who will produce the half-hour TV special, are often negotiated through conversations.
You don’t always sit in a room and have a formal discussion, but two or more people tag what they want, consider what their colleague or boss wants, and make an agreement that satisfies enough of everybody’s interests and values.
Of course, some things are not negotiable. People need to arrive at work at specific times. People need to submit forms on time. And, television news reporters need to dress appropriately for the air.
But when negotiating is in order, there are ways to make it work for the best outcome.
Consider this situation: A police reporter wants to switch to the political beat. She knows that her boss is a former ace political reporter. The boss is concerned she may not have enough experience. She offers to write for her current beat and for the political beat to show her commitment and ability. The boss requests that she also shadow one of the veterans. After some further discussions, they agree to a trial period.
How did they get to this agreement? Let’s use the facts of this case to describe the kind of preparation you may need for your next negotiation:
• Know your interests
What do you want or need the outcome of the negotiation to be? The reporter wanted the political beat. The boss wanted to encourage the reporter and yet keep a high level of experience on the political beat.
• Know your options
How can you improve your position? Do you need more information about your colleague? The reporter had done her homework. She knew the boss’s penchant for politics. She knew the boss still had veteran reporters on the beat. She would have been willing to wait a few weeks or months or longer to get a trial run.
• Know your values
Identifying your values helps you draw the line. Your values mark just how far you are willing to go. The reporter had decided that she wanted the new beat, but she was not willing to quit her job if she didn’t get it. She was willing to accept a probationary period. She knew that the boss valued excellence in political coverage. He decided that to keep her he would be willing to give her a chance at the job.
And one more thing…
• Assess your and your colleague’s best alternative to a negotiated agreement (BATNA).
You need to know what your colleague can do if the two of you cannot reach an agreement. Ask yourself if you can afford to be without him or her. Will it hurt your interests to allow him or her to walk away?
The reporter in this case has performed well as a police reporter, so she could be attractive to the competition. She could decide to accept another offer. The boss already has a political reporter, although that reporter has said that he wants to move into management soon.
During such negotiations, the manager should use as little power as possible. In this case the boss and the reporter relied a lot on the relationship they enjoyed. They used what they knew about each other and themselves to get around their differences.
As you look for ways to improve relationships and encourage growth in your newsroom, here are some questions about negotiation you, as a manager, might consider:
- With whom do I need to negotiate?
- What do I want?
- How much do I know about my colleagues’ interests, options, and values?
- What do I know about their BATNA?
- What am I willing to sacrifice to strike a mutually rewarding agreement?
Be sure to end your conversation with an agreement. Agree on how you each will report the results of your negotiation to others. I’ll give you a hint. Make it easy for your colleague.
Suggested reading:
Fisher, Roger. Getting to Yes.
Sebernius, James K. “Six Habits of Merely Effective Negotiators,” Harvard Business Review, April 2001.
