A little rant …

Apologies in advance but I’m going to have a little rant … for women only.


Why do all you clever, hard-working, successful women feel the need to apologize for your success? Why do you get nervous asking for things that you deserve? Worse still, why do you get nervous asking for things that you need to do your job properly?

The female surgeon feels elitist when she asks the office staff to do her filing. The female chemical engineer baulks at asking her husband to make a cup of tea for her. The female executive working from home chooses not to use admin support even though the company has offered it.

I see examples like this all the time. The women I coach in negotiation are, without exception, extremely smart and successful, but they hesitate when it comes to asking for things for themselves.

For some, it’s because they are so nurturing it feels uncomfortable to be served by someone else. For others it’s imposter syndrome. For most, it’s fear of being labelled bossy or aggressive.

Look, just stop it.

There are ways you can ask for things without feeling uncomfortable. It is possible to say no without getting a bad reputation. Being assertive does not have to mean being unlikeable.

This is at the heart of Sustainable Negotiation™. Get in touch to find out more.


Sexual harassment in the High Court

Dyson Heydon.

It’s an unusual name and one associated with power. As a former Justice of the High Court of Australia, Dyson Heydon wielded power in the highest court in the land.

And now the name Dyson Heydon is associated with sexual harassment and a shattered reputation.

If you have seen the press in the past few days, you will know that an independent investigation commissioned by the High Court of Australia has upheld numerous allegations of sexual harassment against the former High Court Justice.

Since then, additional stories of harassment have come to light and it seems Mr Heydon’s reputation for predatory behaviour toward young women was a widely-known secret in legal circles.

What is it about powerful men and the bullying and harassment of younger women?

A study released in March by the Australian Human Rights Commission’s Sex Discrimination Commissioner, Kate Jenkins, found that workplace sexual harassment occurs in every industry, in every location and at every level in Australian workplaces (see https://humanrights.gov.au/our-work/sex-discrimination/publications/respectwork-sexual-harassment-national-inquiry-report-2020).

Perhaps unsurprisingly, workplaces with a higher risk of sexual harassment are those in male-dominated industries. Of particular interest to me was the finding that workplaces with a higher risk of sexual harassment also include those with fewer women in senior positions.

The report also sets out the impact of sexual harassment on the workplace. Put simply, it is devastating for the victims and enormously costly for business.

We must have zero tolerance for the abuse of power. If it can happen in the upper echelons of society it can happen, and is happening, everywhere.

Dyson Heydon. An unusual name, and perhaps the name needed to start a #metoo movement in legal circles.


Let’s get more women into senior roles so that there are more gender-balanced leadership teams and fewer workplaces in the higher risk categories for sexual harassment.

I have helped women to secure pay rises and promotions by coaching them in negotiation skills. Get in touch if you want to find out more.





Can learning to negotiate really change your life?

The short answer is yes. The longer answer is yes, but it takes practice.

You negotiate every day. It may not seem like it, but you are negotiating every time you try to influence someone to give you something or do something for you. Sometimes our negotiations are big ones – promotions, pay rises, supplier negotiations – and sometimes they are small – who is picking up the kids or getting the coffee.

It’s clear that being a better negotiator will help us with the big negotiations that have profound impacts on our lives. New jobs, partners, promotions, homes – the outcomes of these negotiations do change our lives, undoubtedly.

But are the small negotiations that important? I would argue that they really are. Getting used to asking for small, low stakes things will help us prepare for when we are asking for the big things.

A client of mine is highly successful in her chosen profession and has a unique and sought-after skill set. Even though she is extremely capable and well regarded in her industry, she was paralysed when it came to negotiating a promotion she knew she deserved. Over several months I challenged her to engage in larger and larger negotiations with people around her. She learnt to ask without getting agitated, she learnt to identify her stress triggers and she progressively gained the confidence to tackle the big negotiation she was facing.

We all want to be great negotiators when we are in the big arena, in the big moments that change our lives, but success there starts with practice in the small negotiations.

And no-one wants to be the person who always gets the coffee, so learn to say no from time to time and build your negotiating skills one day (or one coffee run) at a time.

Coming of age in a turbulent world

Next week, my beautiful, funny, clever, quirky middle child will become an adult.

I’ve been thinking a lot about the state of the world she is facing at this milestone. She enters adulthood as the world is reeling from a pandemic and the ensuing economic fallout, and as worldwide protests rage about racism and police brutality.

Luckily, the genetic lottery means she will embrace adulthood with privileges many don’t have … she is white, she has a middle class family, she has received an excellent education, she has wonderful friends and she has a happy, supportive home life.

BUT … even with all that privilege, she will face discrimination and bias in hiring and pay decisions simply because she is a woman. With the Total Remuneration Gender Pay Gap in Australia currently standing at 20.8% (source: https://www.wgea.gov.au/topics/the-gender-pay-gap), her lifetime earnings may be hundreds of thousands of dollars less than men her age. She may also face bullying and discrimination at levels not experienced by her male counterparts.


Last week, I spoke at a webinar about negotiating tips for women and was asked what I thought the future would hold –whether young women will face the discrimination and bias, and specifically the negotiating backlash, that generations before have faced.

I am hopeful that they won’t. I have seen the change in men’s attitudes over time and the growing confidence of young women. I think that Covid-19 isolation arrangements have also probably educated many men about the realities of life at home with small children. This can only help.

And yet, there is a long road to travel before unconscious bias has vanished.

In medicine for instance, there are more women entering medical schools than men, and yet it remains an industry dominated by men. There is some progress with campaigns like Operating with Respect, which was launched by the Royal Australasian College of Surgeons (RACS) in 2015 to improve patient safety and counter bullying, discrimination and sexual harassment.

There are also informal campaigns like the hashtag #ILookLikeASurgeon, which is used to promote diversity in surgery as well as to highlight discriminatory behaviour. The hashtag has been circulating for several years but continues to get dozens of mentions every day on Twitter.

Nonetheless, discrimination remains. Yes, there has been a lot of progress, but the need to highlight and denounce gender, race, and other biases remains necessary.


So, what of my gorgeous girl? Next week, she becomes an adult and she is as ready as she can be. Let’s hope our training institutions, places of work, social norms and personal levels of awareness can treat her fairly. Let’s hope the turbulence and pain in the world at present will lead to a more equitable future for all.


I offer a range of programs to help women and mixed teams improve their negotiation knowledge and skills. This includes one-on-one coaching, pre-conference programs and group training.

All of the programs are based on Sustainable Negotiation™, the approach I developed to move people from avoiding negotiation to engaging with it so that negotiation skills can be incorporated into everyday life.

Get in touch if you want to hear more about the programs and send me a message if you are interested in receiving a copy of my whitepaper, “Negotiation Skills as a Remedy for Gender Bias in Medicine”.

Cheap Remorse and Genuine Apology

The murder of George Floyd, the subsequent protests and the reaction of those in power in the States have really been playing on my mind.

With 246 years of institutionalised slavery followed by the shameful Jim Crow laws, the USA has a very complex history and I feel ill-equipped to express an opinion, let alone make any meaningful contribution to the discussion. But I do know how to negotiate, and I have been wondering how I would go about negotiating an end to the protests.

Even there I’m a bit stumped to be honest. The power imbalance is just too stark – how can the response to protests about police brutality and violence be more police brutality and violence? It’s absolutely confounding.

In a mediation, we often ask “what do you need to make this right?” and, very often, the details of the settlement take a backseat to the apology.

But here’s the thing, the apology needs to be genuine.

A close friend of mine is a brilliant barrister and I always enjoy her descriptions of cases she is working on. A few years ago, she was heavily involved in the Royal Commission into Institutional Responses to Child Sexual Abuse. I recall her account of a witness describing “cheap remorse”, where a person or an institution makes a show of giving an apology to victims and then demands a pardon, without really demonstrating contrition.

Maybe this is at the heart of the emotionally charged conflict happening in the States right now. There have been apologies, of course, including the apologies made in the House of Representatives in 2008 and in the Senate in 2009 for slavery and the discriminatory Jim Crow laws. Even these apologies, however, did not lead to the passing of a joint bill.

Furthermore, these apologies came years after the official 1983 US apology for shielding a Nazi officer wanted for war crimes, the 1988 apology for the internment of Japanese citizens during WWII, and the 1993 apology for the overthrow of the Kingdom of Hawaii.

Too little too late, perhaps.

As I’ve seen in mediation and as my friend saw at the Royal Commission, a genuine apology isn’t cheap, and it often needs to be delivered time and again. A genuine apology leads to change.

The generational pain and discrimination we are witnessing in the States can’t be fixed with “domination” by the descendants of those who initiated the pain and discrimination. This type of pain needs to start with a genuine apology.

While I am still somewhat stumped, if I were tasked with negotiating an end to the protests, the first step would be finding an independent mediator who is respected by representatives of both sides. I’d follow this with education until the oppressors finally understand the oppression, and I’d do this relentlessly so that any resultant apology is genuine.

With a genuine apology, perhaps the future could hold physical and emotional safety and economic equality.

On a final note, I know that here in Australia we see racism, injustice, discrimination and generational pain too. While the Australian government delivered a heartfelt apology to the Stolen Generations in 2008, the work of reconciliation is far from over.

RIP George Floyd.


A bleach cure and other myths

We are being inundated with misleading claims about COVID-19 and phony remedies. We’ve all seen President Trump discuss injecting bleach and we’ve heard people blame 5G mobile networks for the virus. In fact, there are so many misleading claims circulating about causes of the virus and how it can be treated that the World Health Organization was compelled to set up a myth busters page with downloadable graphics (à la the one I have posted).

It seems that myths gain traction in uncertain times as we try to make sense of what is going on.

Similarly, it is easy for myths to develop around skills that seem elusive or intimidating … skills like leadership, selling or negotiation.

So, while we are here, I thought I’d bust a common myth about negotiation: that great negotiators are born, not made. A commonly held view is that good negotiators possess some scarce, innate ability to persuade other people. While it’s true that some negotiators are naturals, most are not. Most people who have developed into successful negotiators have honed their skills through training in proven methodologies, lots of practice, and steely determination.

Here are two public service announcements:

  1. Don’t drink bleach.
  2. Let me show you how you can become a self-made negotiator.

The Effects of Gender Bias and Stereotypes in Surgical Training

This week, the Journal of the American Medical Association has released a new report on (10.1001/jamasurg.2020.1127).

Eliminating gender stereotypes in medicine (and other male-dominated industries) requires broadscale, top-down changes in culture and values.

In my whitepaper, “Negotiation Skills as a Remedy for Gender Bias in Medicine”, I argue that these systemic cultural changes will be assisted by arming female doctors with skills to combat gender-based discrimination.

I argue that learning consensus-building negotiation skills could equip female doctors to receive more acknowledgement in the workplace, to negotiate better salaries and working conditions and neutralise the impact of bullying and hostility.

Send me a message if you are interested in receiving a copy of my whitepaper and do get in touch if you are interested in learning more about my training and coaching programs in Sustainable Negotiation.

A masterclass in listening by Roy & HG

Photo credit: ABC Australia Story

Last night, ABC TV’s “Australian Story” revealed some of the secrets behind John Doyle and Greig Pickhaver’s 35 year run as satirical sports commentators, Rampaging Roy Slaven and HG Nelson.

It was a great insight into the comic duo and, as a bonus, highlighted two of my favourite memories from the Sydney 2000 Olympic Games – the gymnastics commentary (remember the “hello boys”?) and the unofficial mascot, Fatso the wombat.

As a negotiation specialist, one aspect of the story really stood out for me.

As explained by comedian and broadcaster, Wendy Harmer, many radio duos build a following by being combative. In contrast, Roy and HG use an improvisation tool called “Yes and …” to progressively build on each other’s ideas. They genuinely listen to each other and accept the other’s premise. John Doyle described it thus: “He’s building a safety net for me; I’m building a safety net from him”.

I loved this part of the program because it reminded me that good negotiators should also listen and react this way.

Chris Voss, former FBI hostage negotiator and author of the hit book “Never split the difference”, describes active listening as “listening with tactical empathy”. Here is a quote from Chris’ blog on the Black Swan site:

Listening with the goal of understanding engages more of your brain and your senses. To truly understand someone, you must listen for dynamic information that will help you see the world from their perspective. In addition to hearing the words your counterpart is saying, try to identify the pictures in their heads, the emotions that are driving their decisions, and the fears that are influencing their perceptions. If you have a sense of how the world looks and feels from their point of view, you can be preemptive with tactical empathy to diminish negatives and win their trust.

With 35 years of listening intently and successfully building on each other’s ideas, I salute Rampaging Roy Slaven and HG Nelson for their enduring example of active listening.

If you are interested, you can catch the program at this link:


A negotiator’s thoughts on Zoom meetings


Earlier this week I was involved in an interesting webinar about leadership in isolation. Toward the end, there were a few comments about how exhausting Zoom meetings can be with the higher levels of concentration and responsiveness that are required.

Being on Zoom with ten or twelve people is a vastly different experience to being in a conference room with the same number. At a physical meeting with ten people around a board table, it’s impossible to be looking at everyone at once. But on Zoom, we are, in effect, sitting opposite not just one or two people but everybody.

People are also more conscious of themselves on Zoom. In gallery view, your own face is one of the many staring back at you. I have never looked at my Zoom reflection to adjust my hair or my posture, but you probably have (kidding, I find myself sneaking a few too many little glances at myself!).

Now, if you have been reading my posts for a while, you’ll know that I see most things through the lens of negotiation. My thoughts about Zoom meetings are no different.

When preparing for a negotiation, choosing where you will sit and where you’d like the other party to sit are important considerations:

  • If you want to give the perception of collaboration and engage the other party in designing the solution, sit side by side.
  • If you want open, face-to-face conversation without appearing combative, choose to sit at the end of the table at right-angles.
  • If you want opportunities to intimidate the other party or to give the appearance that the negotiation is a confrontation, sit opposite the other party.

Say what? Sitting opposite someone can be intimidating? On Zoom, this is our only choice, and hence why Zoom meeting can feel more confronting than physical ones.

Eye-contact is also relevant. In a negotiation, you need to build rapport, for which the right amount of eye-contact is important. But if you take it too far, prolonged eye contact appears highly competitive if not malevolent. And on Zoom, what are we doing? We are potentially holding eye-contact with multiple people for extended periods.

Finally, let’s consider the habit you all have (oh yes, and me too) of checking yourself out. In a negotiation, being conscious of your image is important. Research shows that self-confidence delivers results; when we feel good, we are much more likely to perform better in a negotiation.

So what are we to do? Here are some “negotiation-lens” tips for handling Zoom meetings:

  • Sometimes a phone call is more appropriate. When you are trying to dilute confrontation, don’t use video.
  • To remove the “all eyes on me” feeling and replicate a physical meeting, use speaker view or spotlighting (if you are the host) more often than gallery view.
  • If you are distracted too much by your own image, choose the “hide myself” setting.
  • If you find the image of yourself a helpful reminder to sit up straight or smile nicely, don’t hide yourself and consider using the sneaky “touch up my appearance” function.

I’d love to hear your thoughts on this.

A Jedi improves his BATNA

Monday this week was Star Wars Day … May the Fourth be with you.

In a galaxy far, far away I thought I should honour the date by writing about the sale of Lucasfilm, George Lucas’ production company that was responsible for creating the Star Wars franchise.

Lucas sold Lucasfilm to the Walt Disney company in 2012 for a whopping USD$4.05 billion, but not before a gruelling 18 months or so of negotiations. One of the many interesting aspects of the negotiation was Lucas’ clever strategy of strengthening his BATNA, which is what negotiators call their Plan B.

BATNA stands for Best Alternative To a Negotiated Alternative, a term coined by Roger Fisher and William Ury in their seminal book, “Getting to Yes: Negotiating Without Giving In”. A BATNA is your best alternative if you walk away from the deal. It is important because it strengthens your negotiating power. If you have a strong BATNA, you won’t be tempted to give in to a sub-optimal deal. It means you can resist making concessions and push for what you want because you have a viable alternative.

So what did George Lucas do and what was his BATNA in the negotiations with Disney? If the negotiations with Disney had broken down or did not meet his minimum requirements, Lucas’ BATNA was the sale of Lucasfilm to other potential buyers. During his negotiations with the then Disney CEO, Bob Iger, Lucas never lost sight of this.

Over the months of negotiation, Lucas focused his attention on cultivating prospects for the company and increasing its attractiveness to Disney and to other potential buyers. He appointed a new, younger leadership team, he employed writers to start developing the next trilogy of Star Wars films and he approached some of the original cast (including Carrie Fisher, Harrison Ford and Mark Hamill) to see if they would consider returning to the franchise in their original roles.

Lucas was determined not to sell Lucasfilm at its stand-alone value but at a price that recognised the synergies with Disney and the work underway to expand the Star Wars franchise. Not only did these actions increase the value of Lucasfilm for Disney but they improved Lucas’ BATNA as the company became more attractive for other buyers too.

This case study serves to remind us that you should never enter a negotiation without first determining your BATNA, and the BATNA of the other party. BATNAs are a key weapon in a negotiator’s arsenal.

If you can find ways to strengthen your BATNA, you’ll have good options if you need to walk away (or Skywalker-way) and you might also find that the improved BATNA leads to a more Lucas-rative deal.

Apologies for the puns but, after all, all is fair in love and Star Wars.