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Informationen zum Autor Mori Taheripour is a faculty member in the Legal Studies and Business Ethics Department at the Wharton School of the University of Pennsylvania, where she teaches Negotiations and Dispute Resolution at the undergraduate, graduate, and executive levels. Repeatedly recognized for her outstanding abilities as a faculty member, Taheripour is a five-time recipient of awards for excellence in teaching. She also co-founded the Wharton Sports Business Initiative (WSBI), a partnership among top business leaders, faculty, and students that generates and disseminates knowledge about the sports industry through educational programs, high-level student consulting assignments, global forums, and research. Taheripour earned her MBA from the Wharton School and her BA in psychology and pre-medical studies from Barnard College/Columbia University. Klappentext "A look at how relationships can drive successful negotiation, from an award-winning faculty member at the Wharton School of Business"--Back cover. Leseprobe We can be our own worst enemy in negotiation because of the stories we tell ourselves. More often than not, those stories sell us short. I am not preaching from a perch of perfection when I say this. I have told myself plenty of unhelpful stories about my value. For years, I was in business with a partner who was older and more experienced than I was. He was my mentor early in my career, before we went into business together, and as a result I was overly deferential. When business was good, the differences in our decision making weren't so obvious, but when we hit major road bumps and financial challenges, the disparity in our approach was clear. In those tough times, I felt the burden of our debt and the guilt associated with the impending layoffs of our employees. I was always worried and felt the weight of our obligations in a very personal way, while his years of experience made him more cavalier. It was difficult to make joint decisions about how to honor our financial commitments when we had totally different feelings about accountability. I deferred to him instead of standing my ground because of the story I told myself: I still have a lot to learn. I lack self-confidence. I am young and naive. I could have told myself a different story: Yes, he's more experienced in some areas. But I have great instincts and intellect, and I was responsible for bringing in our seed funding to launch the business. I certainly wouldn't have done everything right-in hindsight, for instance, he was absolutely correct about not taking on the financial burden of our employees-but when I look back on that time in my life as a young entrepreneur, I regret that I didn't rest in my power more fully. In the uncertain faces of students like Dana, I see myself and I want to help them avoid the self-doubt that plagued me at many points of my life. If I can't offer a magic path over it, I at least want to help them recognize their self-doubt, to examine it, to know that it's there so they can figure out what to do about it. Because if it's the story they're telling themselves, they're also projecting their insecurities. That's why the most common refrain I offer my students is, "You can't be the person who diminishes your value-others will too often do that for you." A woman in one of my classes, Kim, acknowledged that she felt a distinct lack of confidence, and she went on to put herself down for failing to “hold her ground” in a negotiation. And yet even before meeting Kim, I could see that she had a magnetic quality to her. In the prep I’d done for the class, Kim’s photo stood out to me. She had a commanding smile, in which I saw confidence and poise. When we later discussed her internal uncertainty, I said, “Let me tell you how I saw you before we even met.” Simply hearing how shewas perceived in that photo—as strong and commanding—madeherbreak into tears. It ...
